Owning a business, managing a department, and striving to do our best are ongoing challenges. While we may not always be in crisis mode, distractions constantly divert our focus, demand our time, and compete with our primary responsibilities and tasks that are the best use of our efforts. It is up to you to guide your company into the future making sure to remain relevant as the future arrives.
LEAD stands for Launch Effective Aligned Decisions.
- Launch. We must start. Staying busy with other things, waiting indefinitely, or even taking a tentative step forward adversely affects results. You measure results. I measure results. To launch means to know the problem, the product, the market, and the reason for doing something, so actually doing it isn’t overwhelming.
- Effective. The stronger our organizational culture and communication loops within our companies, the more effective we can be. Our organization must know what effective means to us (and how to measure it) when we conduct business.
- Aligned. This seems obvious, but it isn’t. Communication, values, and shared meaning are key here. As leaders, we create the space where our employees show up, which determines how they succeed. When we know what aligned looks like, we can see what it means when someone operates and behaves outside of the expectations set by example.
- Decisions. Yes! This is THE hardest thing I see when working with clients. So many what-ifs and things we don’t know. When we don’t make decisions, we are making excuses. It is up to us to decide (since we are always leading by example) and, through evaluation, complete the steps to set up the next decision.
Every business owner and executive team I work with has a tendency to hide their challenges, pretending that no problems exist within their organization. Some leaders are unaware of these issues, but I’m not addressing them here. I’m speaking to you who know there are problems. It can be difficult to articulate these obstacles because doing so makes them undeniably real. The reality of the situation can be so overwhelming that we often avoid acknowledging the extent of our problems.
At the core of this avoidance is the fear that others might notice our struggles. Have you ever questioned when it became a weakness to have issues openly? When did it become a sign of weakness not to be able to resolve our problems
You have untapped potential in the way you approach problem-solving and decision-making in your company.
Problems have existed since the dawn of our culture and have increased with our easy acquisition of power when we rely on our egos. The ego fosters rigidity and a need to be right. With technological inventions came our constant efforts to adapt these technologies to address issues—regardless of whether they are the best tools for the job. This cycle continues as we keep our problems within our organizations, often to ourselves, thinking we must tackle everything on our own.
However, we are moving forward and do not have to face challenges alone. This is precisely why I offer Growth Framework Reset strategic sessions. I frequently meet business founders and CEOs who feel isolated and overwhelmed. Rules of engagement are missing – and that likely means accountability is difficult to track or have at all. When we have rigid adherence to business methodologies, we restrict our ability and our teams’ capacity to problem-solve, as we, the business owners, have become the obstacle.
The funny thing about this kind of drawn line – the answer to every situation – is that it has no impact on chaos.
Chaos exists beyond every answer formulated, presented, and implemented in “the way we do business.”
In my first business, RegNow, I fell into this trap. I thought I had all the answers, knew what was needed, and strictly controlled each person’s actions, reprimanding them for pushing boundaries. Why? My ego stood in the way!
I hindered my progress by:
- Feeling the need to be taken seriously (I was only 20).
- Believing I was the only one who knew what was best for customers and clients (which made me close-minded).
- Previously hiring consultants but unwilling to admit my problems (I often failed without learning enough).
The results were clear, despite experiencing significant business growth:
- High employee turnover
- Low loyalty within the team
- One-way communication
- Frequently large problems, never small ones
- A lack of deep personal relationships.
Several businesses later, it became evident that chaos will always challenge rigidity and usually comes out ahead. RegNow was ultimately a success and remained strong and sustainable for a decade after my departure. While I did do some things right, I can only imagine the potential success I could have attained with a different leadership approach to bring to the way we solved problems.
The successes I achieved were often less quantifiable. During a time when metrics seemed to matter most, I succumbed to insecurity, taking it out on everything and everyone around me. In a chaotic world, I sought control.
That need for control—my rigidity and commitment to a business process—became my biggest obstacle in the next two businesses, which ultimately failed due to the inability to control ego and outcome to work together.
Dr. Richard Liposky, shared a profound life lesson with me when he visited the podcast: “When you think you know, you probably don’t.” Unfortunately, I didn’t receive this wisdom early enough and learned it the hard way. I wasn’t willing to change my approach after my first failure, leading to a repeat of the same mistake.
Chaos is where magic happens though. We are forced to claim constraints that may not exist under normal circumstances. With different unexpected situations creativity and the skills we’ve been using are what we have to work with.
The dissonance that comes with uncertainty is a catalyst for growth.
Embracing chaos helps deepen relationships, uncover new markets, discover valuable services, strengthen internal culture, and enhance external positioning against competitors. The way we engage with chaos ultimately determines our company’s sustainability.
Embrace the chaos. Rethink your thinking. Evolve.
If this resonates with you, please hear this: you are not alone. The Red Direction team, led by me, is here to help you identify and address the underlying issues in your business. These unnamed issues often point to the root of the problems you’re facing. Unexpected situations and unnamed issues get in the way of what you want and prevent you from seeing what is in the way to get there.
To achieve this, you must shift your perspective on problems and decision-making.
Challenge your established beliefs, become a student again, and observe with open eyes, free from expectations or judgments… And—LEAD.
Questions to Consider:
- What do you want?
- What is getting in the way?
I’m eager to hear your answers to these questions! As I mentioned at the beginning of this article, you don’t have to navigate this journey alone.
After completing a Growth Framework Reset strategic session, Donna shared her insights with me:
“There is a weight off of my shoulders because I have a usable mission and vision statement and clear strengths of the business. The application process is short. It is insightful. When we have a video call meeting, we’ll add depth and begin the process of getting clear about what you need in your business right now. At the least, you’ll have committed a small block of time to developing your business. At the most, you’ll gain realizations that inform priorities and business goals.”
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Here at Red Direction, the abovementioned concept is woven into the mix with each person on every task. Purposeful, responsive team building strengthens my crew’s ability to come together and work with creative tenacity on projects and problem-solving alike.
Still feel like you need a bit of help with some business direction on this topic? Then ACT to Plan by contacting me for a Business Basecamp 30-min Consultation. We’ll discuss your aims, where you are struggling, and options for you to navigate through it!!
