Inwards threats, outwards behaviours. Business choices when times are tough

Having spent many years working with various organisations of varying sizes, it is interesting to note that in the present economic downturn, organisations under “threat” exhibit two distinct symptoms, which directly affect their viability and even existence in 12 months time.

Symptoms: #1

Firstly, the top-level of management disappear from the face of the earth! They are in continual meetings, their secretaries say they are away from the office, they rush down corridors clutching sheaf’s of paper looking concerned, they can't stop to chat etc…. etc….

Secondly, the organisation suddenly gets obsessed by numbers. They go from quarterly reporting, to monthly reports, then to weekly and in extreme cases, daily “numbers” reports. Thus managers spend their time “fiddling” numbers as opposed to doing what they are paid for - which is running the business.

Thirdly, the organisation becomes totally inward looking. They start to preserve their own areas of the business and become very defensive of their own department. They “repel all boarders”, don’t help other areas of the business and play their cards very close to their chest.

Lastly, even down to departments and in many cases, individual members of staff, - they become insular, withdrawn, don’t contribute to the company objectives and protect their own department or job roles or functions.

That is when communication breaks down totally and managers have a real problem to improve inter-company communications, and the rest will be history…………

So what do we do?

Reverse it

Symptoms: #2

Firstly, the top-level of management are seen on the shop floor. They are in strategy meetings, they meet with their staff, they reassure their secretaries, who book time for staff in their office. They look calm and collected, assured and assertive in the corridor, and they sometimes might stop to chat.

Secondly, the organisation is focused on the future vision and long and short term objectives. They revisit the vision quarterly, and share the vision and objectives with their teams monthly, and the strategies and actions perhaps weekly in extreme cases. Thus managers spend their time empowering staff, as opposed to doing what they would in a panic - which is ruining the business.

Thirdly, the organisation becomes totally forward looking. They start to share ideas from their own areas of the business and become very open of their own departmental objectives and practices. They “open borders”, aid other areas of the business and play as a team.

Lastly, even down to individual members of staff, - they become open-minded, outgoing, contribute to the company objectives, care for their organisation, tell their friends how good work is, strive for better performance, buy into strategies, decisions, visions, tactics etc…. etc….

That is when communication is at it's best, and managers become leaders and staff become the most important asset of the business, and the rest will make history …………