Do you want a company that runs like clockwork?
It can be too easy to let the gap between the organisation you actually run and the business you would ideally want to run grow. Conscious action must be taken, because aligning these two things will not happen naturally. Continuing as normal and leaving those aspects that frustrate and overwhelm you is not an option, because their inhibiting influence will only increase. It requires you to take the first step.
Becoming a bottleneck
It can be tempting, as a business leader to feel like you have to be involved in every decision. This is understandable, because you want each process to run to best of its ability. You have probably been integral in building your organisation to its current position, so it is only natural to feel that you are most suited to a good number of tasks. Acting in this way can create a bottleneck within your company that restricts its efficiency and causes it to underperform.
This behaviour should not be seen as being selfish or controlling, rather as a subconscious resistance to let go. The problem may come from a good place, but is no less damaging because of this. Overloading yourself with too many processes to monitor, too many reports to read and too many meetings to attend will not only negatively impact you, but will also harm your colleagues and the company itself.
Reactive vs. proactive leadership
As useful as it may appear, a leader that flits from task-to-task, putting out operational fires and assuming much of the accountability is not a sustainable asset to business. What can often seem like diligence is actually indicative of an organisation with a structure unsuitable for its demand. A reactive leader finds short-term solutions and is continually consumed by a busy schedule and bulging inbox.
We should all aim to be proactive leaders who have enough time and space to consider opportunities and challenges before they arise. This is the best way to ensure the most desirable outcomes. ‘I would love the chance to plan ahead, but I’m just too busy,’ I hear you say. I strongly advocate that you prioritise your time, by deciding which activities vitally need your attention and delegating the others, so you can have a longer-term focus that will benefit your business.
Beating burnout
Put too much pressure on yourself, or a small number of colleagues, and you/they will begin to feel the strain. Letting bottlenecks develop is detrimental for the wider company, but also personally unhealthy for the individuals who are most involved. Let yourself become continually swamped by things to do and people to see and you risk burnout. This is an unsustainable way to function, because the quality of your output will begin to ebb, until you eventually reach a point where you can take no more. Do not let this happen.
Maximise efficiency
Delegating some of your accountability has the additional advantage of making your internal systems and processes more efficient. It’s only logical that the more competent leaders you have to oversee your operations, the quicker they will run and the outcomes they produce will be better. Ensure you have an effective training programme that provides your employees with the information they need and supports their learning with opportunities to use it practically. Developing this structure will take an investment in time and energy, but is well worth it for the increase in productivity and profit you will experience.
Empower the people around you
Share responsibility with your colleagues and employees; this will demonstrate that you trust them and consequently, produce a strong teamworking ethic throughout your company. By withholding accountability from them, their engagement and therefore, their output will reduce. If a dedicated group of people know they are working in a consistent direction, they will feel motivated to push themselves further, to match or even exceed their counterparts. This will create both a supportive and competitive culture that any business would want.
Make your business work for you
By putting a proper structure in place, with a sufficient number of leaders, this will give you more time to focus on the most important concerns, or those you enjoy the most. This is a vital step to making your business work for you, rather than viewing it as something you are committed to work for.
If you are interested in developing your organisation, so it runs like clockwork, please check out my upcoming webinar Revive Your Leadership Mojo, where I will be sharing insight on how to make your company and your relationship to it better.
If you are curious about how to make your business run like clockwork, reserve your seat here: