Business today is a battle for victory! (Not survival.) Playing to survive is not a winning game plan. If you've seen one of those great epic war movies like "Gladiator" or "Brave Heart," you'll remember the early scenes when the armies are preparing to go to battle. The fearless leader / general rides ahead, along with his top lieutenants, to scout out the enemy's troop strength and position. There he develops his leadership strategy for the organization. Being an extraordinary leader, he knows that timing is everything and therefore, comes to the conclusion, that in order to implement his strategy, his army needs to move ahead quickly and put his vision for victory into practice.
The general decides what to do, and then goes to his top lieutenant (or vice president of operations) and informs him now is the time for the army to move ahead and fight. The second in command gets a little worried, and isn't sure the time is right to take action. The lieutenant is worried about strategy, timing, readiness, training, equipment, tactics, systems, and if his game plan will work. Plus, there might be some casualties and his team might lose the battle. Then what? Will he keep his job? Or worse yet, stay alive?
The boss says do it now, strike quickly, and catch the enemy off guard. The lieutenant counters back with a few reasons why now may not the best time: "We can't do it yet. The men aren't totally ready and the casualties will be too great for the risk involved." The general interrupts him and repeats: "Do it now, strike quickly, and catch the enemy off guard. The casualties will be ..... acceptable."
Casualties in battle are acceptable!
Even General Patton cared about his troops. But, he had to make bold decisions to implement his winning strategy and send the boys off to battle. "Casualties will be acceptable." In fact, most leaders I know, genuinely care about the people they lead, manage, and supervise to get work completed on-time, under-budget, safely, and with quality, as they strive to make a profit. Often times business owners and company leaders delay tough decisions so as to not create any casualties. By postponing tough decisions such as eliminating poor performers, implementing cutting-edge strategies, going after different customers, or trying new business models, leaders avoid casualties and eventually lose the war.
Here are the facts: anytime you move your company to the next level, there will be casualties. Many leaders try to take their organizations forward without casualties, not hurting anyone, or not making people be accountable to hit required results. But the fact is: it can't be done. Weak leadership will fail. When you allow a salesperson to continue to work for your company without bringing in enough new customers, you are weak leader. When your foreman continues to bring jobs in over budget, you are a weak leader. When you allow long-time employees to show up late or not follow company policies, you are a weak leader. When you let a project manager move forward on extra work without signed change orders, you are a weak leader. When you allow your accounting manager to finalize your monthly financial statements late, you are a weak leader. When your key people don't understand their costs, don't maximize the use of technology, don't take time to write out their schedules or project goals, or don't keep customers happy, you are a weak leader.
What should leaders do?
Why won't leaders do what they need to do? It's hard standing alone and holding people accountable and responsible. As you lead your company or team, some followers will continue to fight your decisions. Why? Human nature and fear. Some people won't buy into your vision. Some will think your decisions are stupid or not important enough to follow. Some will think they can do it better than you. Some won't think the rules apply to them because they have worked for you a long time. Some will get discouraged or mad and shut down. Some people who you thought would support you, will betray you behind your back.
As you change the direction of your company to win the battle, making tough decisions will cause some casualties. You'll have to eliminate some people because they can't go to the next level with the skills they have. Some can't or won't improve their performance to a higher level. Some don't like to be accountable or follow the rules and company systems.
Most leaders, having a sense of compassion for people, feel they can get everybody to perform and make it to the next level. As a result, weak leaders allow things to happen that shouldn't. When leaders tolerate poor performers and allow these people to not be a team player, they lose respect of their managers. Poor performers also hold back others from growing and therefore, the company misses its' chance to move ahead and get better. This then restricts the top performers from advancing or growing. When poor performers keep their jobs too long, even they miss out on the opportunity to succeed at another company.
I learned this lesson about the importance of casualties the hard way. As I was growing my construction company, I had many instances where I was not strong enough to decide to do what I know I needed to do with some poor performers. In one instance I had a construction administrator who was continually bad mouthing the company to our subcontractors and even our field superintendents. Many of our trusted subcontractors stopped bidding our projects to avoid dealing with her and our superintendents avoided the office like the plague. When I was around, she worked hard, got the job done, was pleasant, and seemed to be a great employee. Plus her computer skills were excellent.
Everyone told me I needed to get rid of her, but I didn't want to hear it. I knew what I should do, but didn't. Over the years, she tainted the attitude of her fellow workers and some of our key project managers. I knew I had to let her go, but didn't as it would cause me the stress of having to find someone to replace her. Four years later, I finally did what I had to do and fired her. Not easy! After she was gone, everyone told me they couldn't believe I waited so long to pull the plug. Immediately thereafter, everyone started working together, many of the old subcontractors started coming back to bid our projects, and our field superintendents started coming around the office more. Why did I wait so long?
Several years ago, I had a key manager who tolerated poor performers. He had many people working directly for him who didn't follow the company rules or hit their targets. I also had heard rumors of subcontractors doing side jobs on our employee's homes for free as trade-offs for contracts. There was some abuse of company credit cards and expense accounts. Some people were allowed to fudge their vacation days and sick pay records. And even worse, we weren't hitting our company goals.
I didn't want to deal with it, so I tolerated improper performance and hoped it would go away. Finally I had to take some casualties, clean house, and fire six questionable employees. It was upsetting as these people were close trusted associates who had worked alongside of me for years as our company grew. Now they had to go. Casualties This caused major stress in our company. But within a few weeks, we had replaced these people with winners who wanted to work hard, achieve success, and take the company to the next level. My tolerance of poor performers had held our company back for three years. I was trying to be a nice guy instead of a leader.
Fast forward a few years later. Our company became stronger than ever and ventured into many new project types, strategic alliances, and ventures. The casualties allowed new seeds to be planted and new company growth - a little pruning, if you will. Everybody loses when leaders don't accept the fact that casualties are a part of a company's improvement program. Extraordinary leaders accept and embrace casualties as a difficult part of business growth. Don't get me wrong. I am not suggesting you look for, or enjoy the process of finding casualties. But casualties are a reality and you must accept them as a part of the job as a leader.
Are potential casualties holding you back?
What decisions and strategies have your delayed or resisted because you are afraid of casualties? By deciding not to decide, your company might become the next casualty. Your lieutenants and employees must move to the next level, implement your strategy, follow your rules, achieve their goals, hit their targets, and get along together as a team in order to win the war. In order to make this happen:
- Lead boldly.
- Implement your winning strategy.
- Make tough decisions.
- Make people accountable.
- Hold people responsible.
- Develop tactics to minimize casualties.
- Accept casualties as a part of success.
I want to challenge you to take a long, hard look at your mindset as it relates to casualties. No matter where you find yourself, you can improve, you can move forward, and you can take your company to the next level. Oh, and in case you didn't see "Gladiator" or "Brave Heart," in both movies, the general had some casualties and won the battle!
ABOUT THE AUTHOR
George Hedley (CSP) is an executive business coach, popular speaker and best-selling author of "Get Your Business to Work!" and "The Business Success Blueprint For Contractors" available at his online bookstore. He works with business owners build profitable companies.
E-mail: gh@hardhatpresentations.com to request your free copy of "Winning Ways To Win More Work!" or sign up for his free monthly e-newsletter. To hire George to speak, be part of his ongoing BIZCOACH program, or join one of his Profit-Builder Circles, call 800-851-8553 or visit www.HardhatPresentations.com.