In the world of the “new normal” there’s likely to be less margin for error, so gut instincts will need to be balanced with the right amount of organized facts and objectivity. I’m not implying that there will be less opportunity to succeed and overachieve, but I am making a general statement that there will be less margin for error.
Experience and success are great, but that sets up us and those that we work with to make assumptions. These assumptions, which may be made up of feelings, can override facts. As all good facilitators know, feelings + facts = solutions. It’s important to get a balance of both. Too much reliance on facts can stifle new ideas and approaches, and create analysis paralysis. Leaning too much on feelings drives decisions on emotion, and lack of facts can lead to actions that aren’t optimal.
So, you ask, why are you making this point now?
It’s clear that most all businesses have undergone a significant transition. Things are less predictable, actions that worked in the past don’t seem to support, and we’re uneasy thinking the future is unsettled at best. We feel less in control of our personal and business future. So with this pressure and angst, it’s easy to do nothing, or resort to cutting our costs to oblivion.
I propose that we get a good handle and assess the root causes of our business problems (low growth, margin pressure, products launches not taking off, etc.). Let’s use a basic problem solving process of defining the problem and what areas are affecting the problem. There are many other tools and approaches that many of my readers know full well and can deploy. I have a client that often says, “Let’s be hard on the process and numbers, and soft on the people.” This mindset is a good way to look at what needs to get done, as the people in our company are best assets given the right direction, support, and guidance. Business often becomes very personal with leaders temperment being challenged during tough times. I am asking leaders to rise above the human tendancy to let bad feelings roll downhill, and for employees and advisors on their team to offer up support and work double hard to help to follow them.
Using the right amount of facts and process lends well to the effort of getting it right, with less personalization of issues and problems. 2010 will be a year of excellent opportunities. Do you have enough of the right actions and people support in place? Let’s drive our role and business to success and get on the best track in the new year.