May 28 2018 01:31 PM

How can we ensure we’re focused on the main thing and are doing the right things?

This is the time of year when the rubber meets the road, or should I say when the mower blades meet the turf? Spring is here, and all hands are on deck including employees, customers, suppliers, your clients and your competitors. We’re all focused on the “main thing” that will ultimately lead to everybody’s collective success, right?

If you didn’t respond with a resounding “yes” to that critical question, it’s not too late. Better to stop and figure out what your main thing is now, rather than waiting until year-end when you’re commiserating over your failures and trying to figure out where you went wrong.

How can we ensure we’re focused on the main thing and are doing the right things? Ask yourselves, what are the two or three critical goals we’ve identified that will grow all stakeholders while scaling the company? Hint: you’ve got to solve problems and differentiate yourself in order to grow profitably. Identifying key constraints within your company (and industry) and solving those first will get you there.

Identify any bottlenecks and remember that most of these start at the top. Do an objective assessment of yourself and your management team. If you’ve identified the problems, have you provided simple solutions for your team? If not, stop and get it done now — no excuses. This saves lots of time, money and aggravation, and prevents insomnia. If you don’t know how to get this done, seek help.

Assemble your entire team and communicate your 2018 success goals. Make certain you’ve clearly identified the goals and their importance, as well as the metrics and the persons accountable for them along with timetables. Attach rewards as this solidifies buy-in and ensures that each person knows how his role and his performance of it affects these goals.

Most companies fail at execution. Execution is where the blades really meet the turf. Your initial 2018 success goals meeting is only the beginning. Many companies fail at this by assuming that everybody knows what to do and how.

Winning companies make it part of their DNA, discussing, measuring, fixing and rewarding the steps taken toward achieving these goals daily, weekly, monthly, quarterly and annually. It’s so important to establish a meeting rhythm that’s tied to these goals. That “main thing” I spoke of should always be top of mind, front and center, and waiting at the finish line. It should drive all the decisions, be the reason resources are allocated and grow everybody (or become the exit path for some), while moving the company forward into a leadership position.