You will probably fail and seek to be a dictator. Take a stand for a greater purpose, and of course, you will lead.
Take a stand to change a whole business in its ways.
After being selected to lead an almost century-old publicly traded company my firm partnered with a CEO to explain its stand. In terms of performance, we tampered with what he thought could not be done, and we examined what was not feasible. His booth was born out of here: turning this institutionalized business into the unthinkable.
As a small business owner, you need to focus on exploring what is possible rather than what was expected if you have bought an old company rather than starting one from scratch.
As we did with the CEO, you must ensure that you have the right staff to assist you in the transition and that all of you are fully engaged with success moving the needle.
For this organization, over 20 work sessions were conducted in four months, bringing together 300 key employees to harmonize the thinking of leading teams and to implement co-ordinated actions. The same thing can be done on a smaller scale. Set your emphasis on daily work sessions and then build an action list to map your vision.
The company we worked on doubling sales, earnings and share prices shortly after three years. In three years, what took almost a century to build was balanced.
Taking a stand for all-round leadership of business.
When we worked with a large investment trust in real estate, our attention was upon the recent named COO to improve the troublesome performance of the business from an investment point of view and make it a leader in the industry.
We began by getting the senior team together to explore the top of the category? And what’s been happening? It began with the cynism in the room for this product. If you are trying to change a great many things that do not appear to be able to get out of the pit, go to the team and see if their fears or cynisms hold them back. And speak to those fears.
When we met with the senior team and the COO’s booth, we worked downstream to get all of us into the project. Whether you’re 10 or 100 workers, you need to do this too.
We worked with the company to gain an improvement of $10.2 billion in shareholder value, which we later purchased for up to $30 billion.
You find the strength that pushes you intensely into practice if you are fighting for something that genuinely aims for you, a worthy task that scares you but increases you. Your stand ends with true leadership.