What is it really going to take to move you or your organization from knowing to doing? You have many great ideas for your company and others know that you do as well. Yet for some reason it is extremely difficult to move from concept to implementation. Why?
The simple answer is “procrastination” and I suppose that could be the problem or part of the problem. But I just don’t believe it. Procrastination isn’t a medical condition nor is it a personality trait; it is, sadly, a mental condition. There is hope.
Focusing on the following four things will help you and your organization make things happen while accomplishing more. After all our customers expect more than ever before – and, the boss expects more than ever before.
Benefits
Identifying the benefits and making them personal will increase the motivation level surrounding the task. Logic would tell us that developing a business plan, or making a few extra sales calls, or developing a new marketing plan would be good use of time and resources. But logic doesn’t generate energy – benefits do. When we make the benefit personal we’re operating on 220 volts. For example, one of the many benefits of a business plan is people in your organization have a better understanding of what is important and how they can contribute [a 110 volt statement]; add the words – “and we get our bonuses” [it becomes personal and a 220 volt statement].
Priority Planning
In most organizations there are too many initiatives or activities on the go and as such they suck the living lifeblood out of most people. Too many things to do and not enough hours in the day.
Experienced leaders that I’ve work with, when re-focusing priorities, almost always choose those that involve growing the business. The belief being when the business grows there are more resources available to do other things. For most people it is a lot more fun to devote time and energy towards acquiring customers and/or serving customers well than it is to be involved in a cost cutting activity.
Rewards
Benefits provide the energy, rewards provide the octane. People who are passionate about their work like receiving rewards when things get accomplished. The act of rewarding oneself or others when an achievement is made does three things. First of all it keeps us going forward; second it helps us know that we are on the right track; and third it recognizes that effort is being expended.
I believe that monetary rewards ought to be used for “results” while non-monetary rewards are best used for completed activities and/or milestones. What I do know is this, when the size of the reward is out of sync with results i.e., major results small rewards, employees quickly get de-motivated, which is the opposite effect of what was expected.
Leading by setting an example
I believe that leadership is everywhere and people take their cues on how to behave, what to do and what to value from those around them. You don’t have to be the boss to lead.
The key is to demonstrate commitment towards the accomplishment of goals and objectives—your own and those of the organization. Commitment is a feeling, compliance is not. Commitment causes you to like what you do and to continue doing it — even when the rewards aren’t obvious. When people are committed they keep trying, even in the face of difficulties.
Three things to do for 2013. Decide – right now – what are the two-three highest priority goals that you have and then define the benefits of achieving those goals. Second, determine what a business article might say about you and your organization’s accomplishments if it were written in December 2013. Third, remove the word “try” from your vocabulary because “trying” just doesn’t work.
The reality is, “gonna do” affects each and every one of us to some degree or another. The goal is to keep it under control and focus, focus, focus. Even if we make a mistake, getting things done feels good, very good. “Gonna do” won’t change the world but “got it done” will.
Sid Ridgley, is an experienced corporate executive and Certified Speaking Professional who specializes in helping leaders create great places to work, do business with and invest in. Sid can be reached at +1 905 895 7900 or email: sid@sidridgley.com.
For: Electrical Business Magazine, Spring 2011
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