Did you make a New Year’s Resolution this year? Or maybe you strategically set goals for your company to achieve. Surprisingly, most people and most organizations do not actually set their strategic intentions at the beginning of the year. When they do, they often are simple statements like “I’m going to get in shape” or “We want to grow our business.”
These are great ideas, but they aren’t very well-articulated goals. If you don’t know where you’re going, how are you going to get there? Other than tremendous luck or good fortune, you aren’t likely to achieve your true potential without setting very clear and specific goals. That’s why we always say that identifying your “lighthouse” is absolutely essential to achieving your personal and professional objectives.
Being committed to one’s own success can deliver powerful results. That’s because our intentions serve as guardrails to keep us focused on our ideal outcomes. Intentions also drive our near-term actions and keep us moving – one foot in front of the other, one day at a time – even during these challenging and uncertain times. Without well-defined lighthouse goals and a crystal-clear Vision for what matters most to us, we can easily be distracted by new opportunities that take us off course. We can also run out of energy without the clarity to keep pushing on.
These are uncertain times to say the least. For those who still have jobs, most are working from home. Those who are in essential positions may be working at their company’s worksites with heightened concern for their health and wellness. As long as this Coronavirus crisis continues and these “safer at home” guidelines are in place, we all are living with much more anxiety and stress than usual – without our usual outlets to rest and recharge.
Whose job is it then to keep your team members calm, composed, and focused? I’ve considered new titles like “Chief Engagement Officer” for all the CEOs out there, but the reality is that some CEOs aren’t comfortable or capable playing this vital role. So who is it in your organization? A Business Unit leader? Another senior executive? Maybe your head of HR? Someone needs to assume the position of “Chief Communication Officer” right now if your company is going to be productive and survive this crisis.
I’m not going to let CEOs off the hook just yet though for not being positive role models and engaging their employees directly. Business owners and Presidents/CEOs need to step up during this crisis. Your people need to hear from YOU right now. Not just their direct supervisors or middle-level managers. YOU! Nobody can generate the same positive energy and enthusiasm or settle a workforce like the owner/CEO of a business. More importantly, most of your next-level leaders are less than effective in cascading information from higher-level leadership in the best of times. It’s unreasonable – and quite frankly, unfair – to expect more from them now given everybody’s heightened emotions and anxiety. No matter how good they are, wouldn’t you agree that they aren’t Chief Communication Officer caliber?
I recently led a Leadership Team offsite to review last year’s strategic objectives for this growing organization and set new goals for the year ahead. One might think that the entire focus of this two-day event would be calibrating everyone’s efforts for continued growth. While that clearly was our context and guiding intention, how we got there was less of a direct path.
Fortunately for this organization and the many customers it serves, each of the business owners believes in team development and creating camaraderie to inspire greater performance from their leaders. As a result, our two-day schedule was not nearly as packed as it could have been. Instead, we took much of the first afternoon to go kart racing. And by kart racing, I mean experiencing one of the greatest racetracks ever built at Road America, one of the greatest race courses in the United States.
Family businesses are perhaps the most complex organizations combining two different and potentially conflicting value systems – the family and the business. Very few family business leaders successfully implement a “both/and” approach to managing this inherent overlap between their family and their business to effectively prioritize both at the same time. Neither is right nor wrong per se, and both very clearly serve a purpose. The question then for any family business owner is whether or not you prioritize the family or the business. Or do you do both?
As summer quickly comes to a close, I find myself reflecting on the many different leaders I have the privilege of coaching these days. One of whom actually took an extended 4-week vacation this summer, and another who worked her way through a shorter 1-week family trip to Hawaii.
Let’s be clear. I am not judging either of these otherwise very busy and successful results-oriented executives. One for leaving his team to their own devices for an entire month. One for not getting the quality get-away with her family that she had expected. I’m simply recognizing the value of getting away for some good old-fashioned R&R from time to time. The physical and emotional break from work not only gives our bodies the rest they need but also gives our minds the fresh perspective to contribute when we return to work.