| Ever wondered why some companies, large or | | | | They see themselves as an integral part of the |
| small can deliver consistent growth and positive, | | | | operation, and not as a supreme being. They |
| forecast results in good times and bad? So many | | | | understand they do not have superior knowledge |
| companies ride the roller coaster of economic | | | | to anyone else, but instead respect that |
| vagaries, and the published results are like a | | | | everyone on their team, has superior knowledge |
| camouflaged list of excuses, especially when the | | | | in their field. |
| economy is slow or there is an event in a | | | | Leaders must transfer their vision and enthusiasm |
| geography. | | | | for the expected outcome to every single |
| I recently saw a distributor use the excuse of a | | | | member of their extended team. |
| natural disaster, in one of their geographic | | | | I would like to share this example with you. |
| markets, to explain their poor results. The truth | | | | I was part of a team to undertake due diligence |
| was, if you looked carefully into their results this | | | | of suppliers that had bid for a very large solution |
| area showed growth! Why? Because every store | | | | requirement. One company on paper had stood |
| had to replace the goods that were damaged, so | | | | out as the best on a price/value/service scale and |
| this in effect created a one off growth peak! This | | | | our team was very keen to visit them and hear |
| was just an easy, high profile excuse to use. | | | | their presentation. Something, that many may |
| They were aware that few shareholders actually | | | | consider quite small, cost them the number one |
| spend time on the detail. | | | | position. In fact they slid almost to the bottom. |
| My research shows, and history will ratify this, | | | | When our assessment team arrived, we were |
| that those companies that can perform | | | | surprised by the attitude of their receptionist. She |
| consistently with open, transparent results are all | | | | did not seem to have been informed that we |
| spearheaded by excellent leadership. The CEO's, | | | | were coming in that day to assess a multi million |
| Owners and Management layer are strong | | | | dollar bid to supply our organisation. The contact in |
| leaders, with the ability to bring their people | | | | charge was unable to be found for twenty |
| together in a supportive, holistic way. They | | | | minutes, and when they did arrive it was obvious |
| receive honest, open feedback and forecasts | | | | they had been outside the building, and smoking |
| from their managers. As a consequence, they are | | | | with colleagues without their mobile phone. So not |
| able to forsee potential negative impact in a | | | | a good start, but not a deal breaker. |
| region, a product area or a division. They can | | | | We were finally ushered into the conference |
| respond quickly to economic downturn, and | | | | room, and the room had not been cleaned |
| discuss creative ways to capitalise on a slow | | | | properly. The presenter had to spend some time |
| market. | | | | removing some catering from the previous day, |
| Recently, I met the CEO of a small company in | | | | and several people cleaned off their chair before |
| New Zealand in the display industry. She clearly | | | | sitting! The cleaners were blamed, and maybe it |
| demonstrated that her best years for business, | | | | was their fault, yet we felt that someone to |
| are the ones that are considered slow or | | | | whom this contract mattered should have |
| recessionary. When asked why, she responded | | | | accepted responsibility. As a new client, we could |
| that in those years her competitors go into a | | | | clearly see that the vision of the leader was not |
| dark and negative place, they scale down their | | | | transferred to the basic operations of the |
| efforts as they 'know' it will be a bad year. In her | | | | organisation. |
| mind, a lazy approach. | | | | The deal was lost. |
| She takes the opposite approach, she increases | | | | When it was mentioned to the CEO of this |
| her PR and marketing and wins new customers | | | | company, he said ' I wish you had told me you |
| with her positive approach. She rarely discounts | | | | were coming' |
| her products, instead she generates loyalty with | | | | At this point, the CEO of my company who was |
| outstanding customer service and no compromise | | | | in my opinion, a truly great leader, said ' I think it |
| in quality from the factory floor. This lady leads a | | | | would have been a better reflection of your |
| small and diversely skilled team, who all have | | | | leadership commitment, had you been informed |
| enormous respect for each other and value their | | | | internally that we were coming. It is also a |
| individual contributions. This company excels in | | | | concern to me that your vision, that of a quality |
| good times and bad through great leadership! | | | | supplier, is not translated into the floor of your |
| A truly great leader is well informed about his or | | | | operations. It is that impression that prevents us |
| her business and the market/s in which they | | | | from awarding the contract to your company.' |
| operate. They are constantly in open | | | | In short, a multimillion dollar opportunity was lost, |
| communication with their teams, at all levels, and | | | | fundamentally because the leader had not ensured |
| expect results to be met. This type of leader | | | | the service teams understood his vision. |
| walks their talk, and the floor every day. They | | | | Great leaders must communicate respectfully, |
| are in touch and connected to the grass roots of | | | | passionately and effectively with all levels of their |
| their business and industry. They question, and | | | | extended teams. Be open to information. They |
| listen attentively. They filter out the rubbish and | | | | must facilitate solutions, and stifle blame to keep |
| react on the facts. They respect their employees | | | | communication channels open. Be available. Be in |
| and their time, and individual contribution, to the | | | | the moment. Respond appropriately and follow up. |
| business. | | | | You as the leader have the most significant |
| Above all a truly great leader leaves his or her | | | | impact on your business results. |
| ego out of the business and the communication. | | | | |