Scale Architects
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Internal policies, no matter how well-intentioned, can become crushing, especially for your top performers. Employees are less willing to put up with it than ever before, and as a result, are leaving their organizations in greater numbers than ever before.
We spend a lot of time talking about hiring right now, but the truth of the matter is that we are missing the point. While hiring is undoubtedly a challenge, it is predominantly a symptom of a much bigger problem that haunts large and small organizations alike - employee retention.
The economy continues to climb business is booming. But it's got executives everywhere scratching their heads.There is a nearly universal pressure to find new talent. Whether it is the "Great Resignation" affecting the upper levels of organizations at an unprecedented rate or the Millennial shock and other trials affecting even entry-level positions, I'm almost certain you are struggling to hire right now.
Every organization in (or around) Predictable Success has some form of strategic planning. It may be formal or informal, highly structured or free-form. While there are benefits and disadvantages to each of these issues, we need to be careful not to assume that the right strategic planning methodology will suddenly silence our limbic antagonist.
Your strategic planning process is essentially an old-western showdown between the limbic system (which is tasked with keeping you and your organization alive) and the prefrontal cortex (which allows you to thrive). And in this good ol' shootout, the limbic system is the reigning champ. The scary part is it's going to kill your organization without you ever knowing it.
The most tempting strategy for most leaders is to do more of what we're already doing and do it better. That same strategy will suffocate even the best innovators if we aren't careful. So how do we protect innovation from process and use process to scale up innovation?
Innovation will never be birthed from a process. It must start with people. To create an innovative organization, you must create an ethos of innovation throughout the entire organization.
We've all heard the story before. A nearly mythical leader (often the founder) creates a phenomenally innovative organization. Following a meteoric rise, they pass the baton on to the next generation of leaders. But then, one day, we wake up and realize the organization is barely a shadow of its former self. What happened?
You got into coaching to be a coach. But if you find yourself spending more time coaxing prospects than you do coaching clients, it's not your fault. You have found yourself caught in what I call the Doom Loop. And every coach finds themselves here at some point, especially as we grow and succeed.
We all have to deal with the gap between our expectations and our realities. It doesn't matter what your position, tenure, education, or skillset is. I know I am routinely let down by my own expectations. Maybe you can relate. I believe this gap affects us all.
As the year winds down, you are likely spending more and more time thinking about and working on next year’s projects. As you’re planning, I’d recommend you consider the following three actions. I believe they are critical for the long-term health and success of your business.
Synergists are masters at getting Visionaries, Operators, and Processors to work together. They are an essential addition for any team wanting to sustain innovation, execution, and scalability.
