Focus on what is most important, steer the ship towards success.
It is important chart a course that resonates with the majority of the team in order to receive organic buy-in. Here are some good strategies to implement & grow along this path:
Regularly Assess Core Strengths and Company Wide Focuses
Check in with and evaluate the organization’s core strengths & competencies, values, mission, and vision, on an ongoing basis to ensure relevance. Market dynamics can change, and what was once a focus may become less relevant, or more.
Have we made sure to take an accounting of our workforce, our digital, physical, & financial assets, as well as our personal and team wide energy levels? To be aware of the status, condition, and availability of these (and any other relevant resources) allows for proper and intentional allocation and application towards the organizational mission and vision. Keeping up with resource status and maintenance protects the resource condition and usage potential.
Communicate the Vision
Clear communication is key. Leaders should articulate the vision and why streamlining focus to it matters to the organization’s success. Transparency & high quality communication engenders buy-in, not only from the team, but from the public as well.
Avoid “Shiny Object” Syndrome
Resist the temptation to chase every new opportunity that arises. Especially when the opportunity is particularly tempting, evaluate the opportunity carefully to determine if it aligns with the company core strengths and overarching vision.
Anticipate and Limit Distraction
Just as one would take care to turn their phone notifications off before engaging in uninterruptable work, one could also anticipate when those “shiny object” temptations may cross our paths. If it is known that a skilled salesperson calls each year with a compelling and relevant pitch, direct that call to a teammate who is better equipped to politely decline the “shiny new development” that the salesperson is presenting.
Perceive Limiting Secondary Opportunities as Risk Management
When a presented focus divergence or new opportunity is brought to the table, it can be easy and natural to see the situation as an investable opportunity.
However, it may be helpful to adopt an additional perspective on the matter.
We only have a finite amount of energy available to our organization at any given time. By choosing to pursue a new opportunity, we can no longer invest that same energy into the regular operation that the organization stands upon and provides. It may be that the new opportunity develops upon the core output of the organization, and it therefore may be worthwhile to say yes and invest. However, it could pay off to be initially critical and see a new opportunity as a secondary usage of resources, a risk and liability, or even as a threat to the organization’s highest value creation.
Sharpen your focus & divest from secondary pursuits.
Keep to the core strengths of the organization, and only intelligently and intentionally make divergences, to further enhance your ability to focus, develop growth, and sustain success.
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