ADVANCEMENT is the aspiration of every progressive individual.
The happiness of a mother when giving birth lies in watching her child develop both physically and mentally.
The absence of which raises concerns.
In business, there are times when you feel, as a leader, that you've put in every effort to propel the organization forward, yet you find yourself stuck on a plateau.
Nothing negative is occurring; profits have been achieved, yet your sense is that the business feels routine. So, what should a leader undertake?
During the business cycle, every organization experiences this phase.
This is a perilous juncture, particularly with regard to rivalry.
When in that scenario, somebody could be approaching quickly from behind.
Traditionally, the leader could be resistant to exploring new opportunities for change.
Because they won in the past using the same strategy, they still think they are going to win using the same old model.
This is an unpleasant reality; ideas seem to disappear and we sit on laurels.
Any leader or organization that doesn’t reinvent itself faces perilous circumstances.
Many businesses often appear impressive prior to their downturn.
Your business may be thriving right now, but don't forget to look ahead.
Let's now delve into ways to conquer stagnation:
The mirror effect
The primary crucial aspect for a leader is to introspect.
This principle is known as the mirror law. Do I still matter? Have I developed over time? What stage have I reached in my development? Am I dedicated to transformation? Is my team prepared for advancement? Are they adequately furnished to handle upcoming changes?
Take the mirror and face the wrinkles in your leadership.
These questions point to the internal preparedness to realise growth; looking within.
As a leader, your greatest adversary may be yourself.
Step aside and let growth take over.
For instance, when coaching leaders, I often encounter the stark truth that they believe they possess extensive knowledge, perhaps even comprehensive understanding of all matters.
Consequently, they believe that everyone else is the issue, not themselves.
When led by individuals like this, it's quite unfortunate as they end up becoming a barrier to the success of a company.
The spiral approach
The success of any leadership hinges on shared responsibility spreading to every corner of an organization.
As CEO, ensure that all other managerial levels embrace and take ownership of the growth responsibilities.
Everyone plays a part if you are to move from this monopoly and stagnated stage into a growth stage.
Incorporate the concept throughout the entire organization.
The feedback loop serves as the essential nutrient for your development.
The systematic approach
Create a structured method for development. What constitutes a system?
It's a meticulously planned ceremony that transcends strategic thinking.
It is ingrained in the leadership culture.
It weaves together leadership, strategy, culture, resources, capabilities, and personnel development to create a victorious framework.
A structured method ensures that every sector within a business actively participates and contributes to progress and expansion.
The centred approach
Focus is one crucial thing both for individuals and the organisation.
Since you now realize that your leadership or organization has become stagnant, every effort should be directed toward a single objective.
Your resources ought to focus on development.
The firm ought to avoid minor details and concentrate on key areas that drive expansion.
As a leader, recognize and nurture talents that will drive this expansion, dedicating resources to their development.
The protective approach
When an organization's leadership expands into uncharted regions, the requirements of their previous structure might impede this fresh development or disrupt the strategy they've initiated.
What steps should we take then?
Shield the new initiative or individual from the requests of the previous system.
It would be far more advantageous to utilize the old foundation to enhance the new transition rather than doing it the opposite way.
Protect new ideas from old ideas.
The learning approach
Some say that those who lead are also learners, or perhaps it is the learners who become leaders.
Incorporating learning as a cultural norm within an organization and its leadership is essential. Continuous learning is unavoidable.
Since our aim is to escape the present stagnant state, each leader must recognize and accept that errors are inevitable.
Permit errors to occur so as to foster an inventive, innovative, creative, or entrepreneurial mentality.
The attitudinal approach
Your mindset is crucial for development or shaping organizational culture. As a leader, how do you approach changes?
Do you view combining individuals or skills as a threat or an advantage for development? It ultimately comes down to one's mindset.
My job enables me to converse with leaders, often during seminars or through individual meetings.
The true barrier to progress occurs when the leader states or implies, "We've always done it this way!"
It’s the attitude. In essence what you might be saying or proposing won’t work here.
In the end, you deter individuals from sharing their innovative thoughts. You ought to adopt an approach based on trust instead.
Rely on your team members or junior staff to present concepts.
There is nothing that settles the employee’s heart than to feel trusted with responsibilities. They own growth and development.
The celebration approach
The book "First Break All the Rules" (1999: 32) poses important questions such as: “Does my job allow me to utilize my strengths daily? Did I receive acknowledgment or compliments for excellent performance in the past week? Do I feel cared for personally by my manager or another colleague at work? Is there anyone who supports my professional growth within the company? Am I able to voice my thoughts confidently at work? Has anybody discussed my advancement with me over the last half-year?”
These queries relate to appreciation or thankfulness.
I've spent more than fifteen years working in the industry, handling both jobs and training.
I have realised that the employees are talked to mainly when they have done something wrong.
Managers or leaders tend to quickly notice negative aspects rather than positive ones.
The golf approach
Leaders remain in their offices for so long that they grow oblivious to the odor within their own spaces.
Sometimes we get too used to certain circumstances that we assume they're permanent.
You must leave your workplace to find time for playing golf.
Here is where you'll encounter other leaders with an external viewpoint.
This provides you with a moment of respite and allows you to view things from a different perspective.
When interacting with other leaders, you discover emerging trends and possibilities to prevent complacency.
The intuitive approach
There are times a thought crosses our minds and we blush or brush it aside.
Our sole disappointment arises from witnessing identical ideas executed by others who then go on to excel.
Once you attempt to persuade everyone that it was originally your instinctive suggestion, it will be far too late.
Many individuals have ignored that quiet inner voice in favor of following conventional wisdom.
Parting point Charles Stanley mentioned, "Fear hinders our thoughts and deeds. This leads to hesitation which brings about stagnation. I've seen many skilled individuals endlessly delay action out of fear of failing. Missed chances erode their self-assurance, leading them into a negative cycle."
- Jonah Nyoni is an author, lecturer, and leadership coach. You can reach him on X at @jonahnyoni.WhatsApp: +263 772 581 918
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