In a recent blog post, Fitness Training for Businesses , I emphasized the need to focus on the whole model of your business to ensure long-term success.

I raised five concerns, and want to explore the third one:

How about the description of intangible results such as the refinement of certain processes, the documentation and re-evaluation of existing business processes?

We are told constantly about the fast-paced evolution of the world as we know it, especially because of technological advancement. This should be a loud message to CEOs and C-Suite managers that a new approach is required to make the business future-ready. Not future-proof, as that is a defensive strategy. Take a different approach and develop a preferred future of your own choosing that ensures that your business model is, at all times, future-ready. The difference is that you are actually focusing on items that will need to be in place in the future, before the future arrives. In the next 10 to 15 years every business process and every corresponding piece of process documentation will have to change.

Here are some challenges to help change how you lead:

  • Do you have a questioning culture, allowing all team members to challenge the status quo?
  • Do you ever stop your short-term focused meetings and ask what the same meeting will be discussing at some time in the future?
  • Do you allow individuals time to understand where the future will take the organization?
  • Do you encourage the critical thinkers to speak up and not allow them to be shut down by the people that hate change. The critical thinkers are a rare breed, and will always cause uncertainty and anxiety in the minds of people who just want things to stay the same. But guess who will best help equip you for the new future?
  • How do you challenge the individuals on the team who hate change? Those individuals who criticize the ideas of the outside-the-box thinkers and who consistently try to force ideas back into the existing box?
  • When do you start building an evolutionary business model that is in a constant state of change, even though there are short-term results that also require focus now?

If you are a leader, or are leading leaders, you need to lean into these uncomfortable conversations. It will cause anxiety, and you may lose some team members.

But be honest, do you want to arrive in the future with the wrong people?

Contact me if you want to discuss this further.