Senior executives should learn to enjoy a win every now and then.
When I’ve met with senior teams over the years, one of the skills those individuals often overlooked was capturing and maximizing the company’s wins.
Sounds counterintuitive, right?
Wouldn’t you think most executives would be basking in what their company is doing right? In reality, though, senior leaders are typically so focused on what needs to be fixed, they lose sight of the good things going on. Instead of celebrating a well-executed plan, they are already reacting or preparing for the next issue at hand.
I have found that those who bear lots of responsibility within a company, the people tasked with moving the company in the right direction overall, the ones saddled with ensuring more revenue than expense, tend to miss the wins most. They know employees and their families are dependent on the success of the organization, so it is natural for that person will be focused on problems and on the future.
Maybe some think that worry is part of being a leader. So why does focusing on wins matter?
Though they may not realize it, there’s a true trickle-down effect from a senior leader’s mentality to the rest of the organization. When it comes to inspiring the people who make the organization work – the employees – when a senior leader forgets to celebrate wins it can appear that the focus is always on what’s wrong instead of what’s right.
I know it’s something I did earlier in my career. In fact, I considered finding weaknesses and planning for the future was my best value to my organization.
While that skill can be valuable, I learned that if I don’t find and maximize the wins, the culture of ownership needed in the work place is not built. Employees see what the leaders are doing and saying, so even if the leader feels they are communicating the wins, they may not be.
Here’s an example: I was working with an organization and the CEO felt that the quality of the service they provided was obviously the most important focus of the company. But in the past year, the organization had experienced financial challenges, and because of this, activity was way up on reducing expenses and increasing productivity.
I asked a large group of leaders to write down what they felt the focus on the company was. The No. 1 answer was money. The CEO was surprised. While it was a must to get expenses down, this did not mean quality was no longer the most vital part of the business. This is how not recognizing wins can change the perception and culture in a company.
In my own situation, I tended to not communicate broadly. I’d communicate what we weren’t achieving When I was introduced to the writings of Clay Sherman, it clicked. Sherman wrote that a company can usually be divided into four areas: Service, Quality, People and Cost. He also recommended communication with the organization touches on all four areas in anything from agendas to newsletters.
Will one area need more focus than the others at certain times? Of course. But covering them all in communication makes sure this area doesn’t get missed. For my operations, I changed “cost” to “finance” and added a fifth one, growth. But each organization will have different and unique areas.
Here are some tips to help the organization focus on what’s right:
Years ago when people would travel to Pensacola for a conference I would speak at on how to create a positive culture. While in town, many attendees would eat at a famous restaurant in town called McGuire’s Irish Pub.
Because it is so popular there is usually a wait for a table so people would tend to spend some time in the gift shop. It seemed that one of the most popular items was a t-shirt which said “The beatings will continue until the morale improves.”
It’s a joke, of course, but the realistic feeling behind it has some truth: Employees get worn out by hearing so much of what is wrong. As a leader is it vital to use a balanced approach, spend time on the positives and learn from the bright spots.