Increasing revenue can create quite a challenge. Doing more of the same is not necessarily the formula that works. Over the years I’ve come to see there are revenue plateaus companies hit. No matter how they try they can’t break through these sales barriers. So what is going on? One element that shows up 99 times out of 100 is trust. Or, should I say lack of trust.
The typical approach prior to engaging me is trying to “put a tire pump” on what’s worked in the past – more of the same. This lead to exhausted, frustrated employees and executives who feel let down. The approach seems so simple – just do more of what we’ve always done. What could be simpler? Plenty.
During root cause analysis what typically surfaces as the culprit is lack of trust. Senior managers want more of what benefits the company but they don’t want to let go of the reins of power. You might be asking, “What does that have to do with increasing sales?” The short answer is, “The people need to be empowered.”
Correspondingly, the employees try to work the same old work patterns. They shy away from the seeking the increase in responsibility that goes with the freedom to explore and grow the company. They might get slapped down. They want assurances.
In the end it boils down to one word – trust. How does that figure in to expanding an organization? What is happening is a change is needed for the growth to occur. Some of the old rules need to be retired and new ones need to be brought in. This creates a huge amount of stress. Managers fear for their jobs (of which there are fewer and fewer as one climbs the organization) as do the team members (who might have to leave the company if failure occurs).
This fear comes about mainly because people have to go to places within themselves of which they are afraid. In interviewing them the response I get goes something like this, “The skills I have honed are working fine – thank you very much! Go get the other guy to improve his work habits and turn more power over to me. Get out of my office. I have work to do. How much are we paying you to do this?”
If this attitude fails to change the revenues will stay the same or fall back to lower levels. This falling back throws gas on the fire and the tension gets even greater. The confusion also increases because efforts to grow have only made things worse!
What to do? The answer is quite simple but very hard to do: each person has to take charge of leadership in his own life and have the courage to negotiate new connections with those around him. There is a lot of inward activity. The key to success is going deep within and bringing to the forefront aspects of oneself that are a challenge to deal with. When the courage to do that is present and action is taken suddenly the ability to work with others associated with changing and growing seems possible. It is quite rewarding but I have to admit, it is scary and it is hard.
—Through his firm, Center for Managing Change, Gary Monti has over 30 years experience providing change- and project management services internationally. He works at the nexus between strategy, business case, project-, process-, and people management. Service modalities include consulting, teaching, mentoring, and speaking. Credentials include PMP number 14 (Project Management Institute®), Myers-Briggs Type Indicator certification, and accreditation in the Cynefin methodology. Gary can be reached at firstname.lastname@example.org or through Twitter at @garymonti