Many people and businesses believe they are doing what is most important. After all, they are doing what the customer asked for, what the department across the hall needed, or helping a co-worker to finish the project on time. They are convinced they’re doing the right things first, and the first things right. They know their priorities.
Suddenly, or not so much, revenues are off, more customers are frustrated, and they can’t keep up with demands. They’re busy, but falling short of expectations.
Management decisions begin to feel counterproductive. The business needs more employees not fewer, they need to spend more time with customers not less, and the employees could fix things if they only had a bigger budget.
In the workplace every time you are fighting a fire, oiling the squeakiest wheel, or fixing what is broken you risk missing what is most important. A strategy of fix may become a strategy of fate, or equivalent to no strategy at all.
Most important is usually not the easiest, the loudest, or the most popular, it is the most strategic.
Dennis E. Gilbert is a business consultant, corporate trainer, and keynote speaker that specializes in helping businesses accelerate their leadership, their team, and their success. Reach him through his website at http://DennisEGilbert.com or by calling +1 646.546.5553.