Chaos theory popularized the idea that an energized company felt chaotic. I remember the first time I mentored a business owner who was a devout disciple of that theory. This company had not been nurtured into a productive rhythm, so the energy of raw chaos ruled around the latest (usually good) new idea. When people experience a very bright, personable, and verbally gifted leader as chaotic and unable to maintain a steady stream of focus, confused and resentful followers always develop.
I was recently with a senior team that said about their leader, “He sets the plan and then changes it.” This example reminded me of how good intentions can have unintended consequences, particularly for CEOs and senior leaders that come from a sales or business development discipline. They have trained their mind to translate situational obstacles into closed future deals without much practical thought.
The tension between making a plan and sticking with it or changing the plan upon a new discovery are as old as time. Every leader needs to develop a capacity to embrace this challenge or senior team effectiveness and cohesiveness will be marginal. The rhythm between discipline and creativity should never be governed by the next new idea, but more importantly, by a mature leader that has mastered impulse control.
A disciplined mind is a critical leadership attribute.
Lack of impulse control results from an untrained mind where a stream of anxiety flows without notice. Conversely, a trained mind is more spacious because it has learned that ideas and thoughts flow through the mind like a never-ending stream, observed without attachment. These leaders have trained their mind to separate from thoughts so they can enjoy inner freedom and usually a good deal of peace.
Execution is more important than strategy.
Every leader can iteratively create “the ideal strategy” that almost no one can fully execute. In one sense, the perfect strategy is an obstacle to winning. Execution is more important than strategy, so take a break and let the plan work its way through the challenges of learning. Successful leaders learn that an adequate strategy executed well usually wins.
At a more practical level, a critical component of scaling and execution is contract administration. If customer contracts are consistent and easy to manage then scaling and changing is manageable. However, if out of 300 customer contracts many are customized then the process of scaling becomes nearly impossible. A CEO with a sales or business development mind won’t see this as a problem, but one with a trained mind will.
If impulse control seems like an opportunity for you to master, be encouraged! The first leader I mentioned changed quickly once he understood the benefits, then the quality and profitability of his revenue followed. Eventually he was able to transition his leadership skills to the next generation in his family business.
Your company is your Practice Field – learn, adjust and flourish. Let it shape you into your true self!
I’d love to hear your comments. Jim@peer-place.com