We Are Not Achieving Optimal Business Results
This is actually good news for you and your organization. The refusal to settle for average – always looking for and fixing chinks in the organization – separates the best performers from the mediocre. The question is how to identify the chinks and how/when to fix them. You may suffer from “analysis paralysis” when the reality is that you’ll never find an absolutely certain solution. Sometimes, you must just act on what you have and make adjustments later.
The Organization Could Perform Better Financially
If your competitors consistently outperform you, you may wonder:
- How do they do it?
- What are they doing that we are not doing?
- What are we missing?
Asking these questions is healthy, but letting the competition drive your business model is not.
Sound familiar? Read more in “Four Frustrations of a CEO.”
How To Help These Issues
Get Better
1. Confront the Brutal Facts in Honesty
Jim Collins uses this phrase in Good to Great, and we think it speaks for itself. You must see your organization for what it is, not what you wish it to be.
2. Develop A Bias Toward Clarity and Action
Gather the best knowledge available, make a clear decision, then run with it. In War As I Knew It, General George S. Patton wrote: “Don’t delay. The best is the enemy of the good. A good plan violently executed now is better than a perfect plan executed next week.”
3. Begin with the Executive Team
As goes the executive team, so goes the organization. If the executives honestly face the brutal facts and commit to specific strategic decisions, employees will follow. So will the results.
Study these solutions in greater detail by reading “Four Frustrations of a CEO.”
We Help CEOs With
This Challenge
by linking an experienced business
advisor with a proven process, The CEO
Advantage. Our clients consistently report the tremendous value of the process and the independent, objective viewpoint of a professional business advisor. We will work with you individually and with your executive team to face the brutal facts and develop a bias toward action, thereby increasing your confidence in strategic decision-making.
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