When we talk about everyday decisions, starting from the empiricism that every election means a change in our careers, our companies or our lives, we tend to apply certain filters that tint our reality.
These filters are subject to different patterns. For example, in order to make a personal decision we use the filter of other people’s opinion, or that of our own happiness. The moment we decide to share ideas or workspaces, we take into account peaceful coexistence and absence of conflict. And if we need to reaffirm ourselves in an opinion, we envision it with a regard of either criticism or goodwill.
And what about filters in the professional area?
Please take a moment to mentally review the last decision you made and ask yourself what filter you used to make it feasible.
- Your personal satisfaction
- Boasting the team’s performance
- Improvement of the work climate
- Increase in productivity or sales
- Surpassing the competition
- Following a trend
- An example or an inspiration
- Your advisors’ recommendations
- Corporate strategies
- Your desire to transcend
- Market demands
…and so on…
All these filters are useful at some time point. However, there is one that is the father of all, it is of a superior category and guides all others. This filter is coherence, the most sustainable and direct path towards strategic pragmatism, the achievement of the company goals and its viability over time.
Every organisation has a soul, a story, a raison d’être and a purpose. It is this essence, not the financial objectives, that propels it forward and allows it to obtain benefits over time.
Basic questions all leaders should ask themselves
Taking into account the short deadlines defined by ROI and the many decisions we must make in that limited amount of time, there are basic questions that all leaders should periodically ask themselves:
- What substance is our company made of?
- Why was it created?
- Is my vision aligned with the original vision of the founders?
- Are my decisions strategic or am I running after the results?
- Does the adopted strategy promote sustainability? Does it contribute to the common good?
- Am I prioritising the company above all else? Am I working to enhance its prestige and reputation?
- Does the strategy follow the direction of our clients’ wishes? And those of the team?
These are some of the matters that underpin Organisational Coherence. They are necessary, and will be more so every day, because our customers, employees, suppliers, and our entire ecosystem are changing. In this context, coherence is the thread that crosses through time and change, however profound it may be.
Any decision you make affects the rest of the structure to some extent, so you should always honour the relation between being, appearing and doing.
The balance is different in each organisation, so you can not apply the same filters or make the same decisions another company does, there are no templates to complete, nor cases to copy.
At Genetikomm we ask (many) questions to define a company’s vision and strategy.
Our senior consultants collaborate with CEOs and Steering Committees to provide organisational and structural coherence in decision making. They do so by move pieces, changing the axis, testing, verifying and creating areas of work that are consistent with the founding principles of the organisation. They provide different points of view so that each decision you make is an election of organisational excellence.
At Genetikomm, we work with leaders and their teams. We form and transform.
We help you grow and change, always with coherence.