|
|||||||||||||||
|
|||||||||||||||
Published January 2004 Tips on going from survival to achievement mode Q. After “holding our own” and “staying the course” over the last few years in, at best, a stagnant economy, the management team of our small manufacturing and supply company wants to “break out” to new levels of growth and market-share acquisition. We’re concerned that such aggressive moves may be shocking and counterproductive to the entire organization. What steps can we take to avoid “burning out” our employees before we reach our objectives? A. Taking the time to collect your thoughts before proceeding on such an ambitious endeavor is an important first step toward eventual success. If the company largely has been in a survival mentality the last few years, it may need a cultural rebirth before setting off on a rapid growth spurt. First, take the cultural temperature of the company. Despite relatively languid growth the last few years, is it a stimulating, invigorating, challenging and fulfilling place to work? Or, is it gray as a winter morning with employees spending time on mostly useless reports, attending unproductive meetings and completing “make do” assignments? Though most likely somewhere in between, any ambitious direction change will require commitment of the entire work force to both goals and process. Castas Markides, professor of strategic management at the London Business School, says companies that achieve continually “break the rules.” This means they use “repackaged common sense” rather than relying on entrenched bureaucracies, ego-driven management and adherence to outdated values. He recommends five ways such progressive companies achieve turnaround success:
Eric Zoeckler operates The Scribe, a business writing service with many Snohomish County-based clients. He also writes a column on workplace issues that appears in The Herald on Mondays. He can be reached at 206-284-9566 or by e-mail to mrscribe@aol.com. |
|||||||||||||||
© The Daily Herald Co., Everett, WA |
|||||||||||||||
|
|||||||||||||||