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Despite a great need in the life of managers, thinking in the long term is a very difficult task to be applied in reality in the life of managers, since the demands of everyday life and the crises that arise end up consuming all the corporate hours of the day .
However, although this is the reality of practically 100% of the leaders, everyone is aware that they need to include this planning to ensure the team’s competitiveness and also develop as a professional
This is also one of the challenges faced by Martin Zwilling, founder and CEO of Startup Professionals, who wrote for the portal Inc., telling the lessons he recently learned about what can be done to focus managers on plans that do not involve the here and now. now, absorbed after reading the book Winning Now, Winning Later, written by David M. Cote, former chairman and CEO of the multinational Honeywell.
Check out the advice presented:
1. Establish a long-term mindset
Do not allow yourself or your team to succumb to the error of narrowing the scope of thinking to solve just today’s problem. This prevents people from striving to develop the kind of new solutions that will permanently change business for the better, compared to short-term Band-Aids.
2. Connect operations today with goals ahead
Zwilling explains that, in his experience, long-term strategy is often pushed off the agenda due to current challenges.
Therefore, the CEO suggests to managers to openly connect all operational problems to their strategy, instead of putting the strategy on a different plan and making it just an annual event. “Don’t make growth a highly successful event,” says
3. Separate serious commercial threats from daily crises
For the founder, the natural tendency of the human being is that people treat all problems in the short term and apply patches instead of solutions.
“Strategic threats – including new competitors, market changes and environmental issues – need a deeper analysis and a complete resolution before jeopardizing business survival,” he believes.
4. Make process improvement a constant focus
“Don’t wait for a short-term – or long-term crisis – to force process improvements,” says Zwilling. “By being proactive, empowering and rewarding your frontline employees for improving processes, you will increase productivity and growth. business, both in the short and long term ”.
5. Create and model a high-performance culture
The executive notes that, within a company, each business team focuses internally by default, comparing itself only to the others they know in the organization. In the professional’s view, the leader needs to make an effort to encourage his followers to always do the best, regardless of neighboring areas.
“It is your job as a leader to be the high-performance model, quantify the team’s vision with metrics and expand awareness of better external competition and new tools.”
6. Attract, train and reward only the best leaders
Zwilling says that this attitude requires the allocation of a significant part of his time, even as daily crises grow, to strengthen the leadership pipeline, targeting high potentials, paying them well and rewarding results with short-term positive feedback. , as well as strategic promotion opportunities.
7. Constantly scan the horizon for growth opportunities
“Distinguish growth opportunities from survival efforts and ensure that they are adequately funded, rewarded and measured,” believes the CEO. “Leave the company regularly to get feedback on customers’ future needs, emerging technologies and the opinions of influencers and experts in the field.”
8. Explore partners, mergers and acquisitions to solidify your strategy
Zwilling points out that the market is moving so fast that it is rarely appropriate to rely solely on internal development to keep up with changes.
“You need to constantly evaluate mergers and acquisitions, as well as divestments. Improve your due diligence process and integrate these new elements. ”
9. Proactively prepare for downturns and recoveries
Be sure to pay attention to macroeconomic and customer trends and plan for early moves, rather than waiting for a crisis. This means identifying initiatives in advance, communicating openly with your team and asking for your help in the dilemmas of production cuts and layoffs.
10. Start succession planning for all roles, including your
Zwilling points out that the leader should not delegate only to HR the conduction of promotions and succession planning. In the CEO’s perception, each manager needs to identify candidates both for his team members and for his own position.
“If you take a deep look at the success of today’s most recognized business leaders, like Jeff Bezos, you’ll find that they practice many or all of these principles,” he believes.
“While your work and solutions for short-term goals seem to conflict with strategic goals, I am convinced that, with focus, you can also balance these priorities and create a legacy for all of us to be proud of.”