The old plan
The easy thing to do is deal with (and moan about) all that other stuff.
Absolutely, it demands attention. Sure, it’s a pain. There may even be…
Things change.
As the organisation grows (from coffee table to market to bigger markets) it must evolve to fit the new reality.
That might mean more structure, discipline, new processes, extra communications, additional planning and rostering.
And that can be uncomfortable for some of the old hands who dragged you to this point.
What worked for them as they worked the old plan, may not work today. All those extras, and that change, and the new thinking, and those new people and the endless new new new … may not be something they’re ready to embrace.
The non-option: Give them wriggle room. Accept some bumpy slowness, and understand you’re setting a bad example to the new (If he doesn’t have to do it, why should I?)
The only option: Embrace the new reality. Deal with the difficult conversations and have everyone facing-up for tomorrow.
Skippy strategy: Face the organisation forward.
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Category:
Skippiness
How does your organisation work? I don’t particularly mean how does the money flow (although, how does the money flow?). I mean, what do you do…