Business Could Be Better…

We’ve all been there. Things sometimes just aren’t going as you hoped. You know business could be better. You know your team could be performing better. As you see it, others are doing things in an illogical way or maybe they just don’t get it. This can be frustrating and not very motivating. So what can you do about it?

In Jim Collins’ book, Good to Great, he discusses the concept of placing blame or taking credit using mirrors and windows. (No, not smoke and mirrors!)  Level five leaders look through windows at those around them to give credit for success, growth, and innovation. Collins also describes situations where blame is to be placed that these same leaders tend to look in the mirror, at themselves as the responsible party.

So back to our original question…What can you do about it?

Maybe the first place to look is in the mirror. What actions can you take to work with others to see things as you do? Talk to the people involved. Ask them questions to understand what they are doing and why they choose to do it that way. You may find that you did not have all the information to make the judgment you have been making. You may find that what that other person has a very logical way of going about accomplishing the task in question.

You may also find out that the other person didn’t have all the information. Offer your insight on the situation, carefully! People don’t tend to do things wrong on purpose. In fact, most try very hard to do things in the best way possible. You need to understand where a person stands with his or her emotional attachment to the work, idea, and results. People are usually very emotionally involved in these three areas of a project or task.

This business could be so much better if each of us is empathetic to the information, motivations, and perspectives of others. If things aren’t going the way you see fit, increase the dialogue between you and others by using questions and suggestions – not telling.

Could business be better? Click Here to see some different perspectives.