Category: Transformation

The Decision Gap: Why Your Startup Managers Aren’t Slow—They’re Just Waiting for You

~ jordan ~ Leave a comment

The office clock in your Makati headquarters strikes 6:00 PM. You are hunched over your desk, reviewing a stack of “urgent” requests. Your Marketing Manager is waiting for you to approve a single Facebook ad headline. Your Operations Lead is waiting for you to sign off on a small equipment repair. Your Sales Head is waiting for your “final look” at a standard client proposal.

You feel like a hero. You are the engine that keeps this company running. But as you look at your team, you feel a quiet frustration: Why is everyone so slow? Why can’t they just get things done?

If you’ve been searching for leadership training for startup founders or looking into how to build a corporate structure for a small business, you likely think your problem is “efficiency.” You think you need faster people.

The truth is much harder to swallow: Your managers aren’t slow. They are perfectly capable. They just don’t decide. And the reason they don’t decide is because you have unintentionally built a culture where “the founder’s word” is the only thing that matters.

To scale, you must move from being a centralized bottleneck to a leader who delegates accountability.

The Story of Paulo and the “Approval Trap”

Paulo founded a successful logistics startup. He was a brilliant problem solver. In the early days, his speed was his competitive advantage. If a courier was lost, Paulo found them. If a client was angry, Paulo called them.

As the company grew to forty employees, Paulo hired experienced managers. But something strange happened. These high-level hires—people with impressive resumes—seemed to lose their edge the moment they started working for him. They became “order takers.”

Paulo’s search for business operations consulting for founders led him to a realization: He was suffering from the Approval Trap. Because Paulo had a habit of “tweaking” every decision his managers made, his managers stopped making them. They realized that making a choice was a waste of energy because Paulo would eventually change it anyway.

They weren’t slow; they were waiting. They were waiting for Paulo to give them the answer so they wouldn’t have to risk being “wrong.”

Lesson 1: Clarity of Direction (The “Success Criteria” Shift)

Managers don’t decide because they don’t know what “right” looks like in your eyes. Most founders provide vague goals and specific instructions. To scale, you must do the opposite: Provide specific goals and vague instructions.

  • The Bottleneck Way: “Make the new website look premium.” (Subjective. They will wait for you to “feel” if it’s premium).
  • The CEO Way: “The new website is successful if it reduces our bounce rate by 10% and follows the minimalist brand guidelines in our handbook.” (Objective. They can decide based on data).

When you provide Clarity of Direction, you give your team a yardstick. They no longer need to ask for your opinion because the goal is the judge, not you.

Lesson 2: Radical Delegation (Handing Over the “Baton”)

Delegation is not a task; it is a transfer of authority. If you tell a manager to “run a project” but then jump into their Slack threads to correct minor details, you haven’t delegated. You’ve just hired a very expensive personal assistant.

To move to a corporate structure, you must give the “baton” and stay on the sidelines. This means accepting the 80% Rule: If a manager can do a task 80% as well as you can, let them do it. The 20% “loss” in quality is the price you pay for the 100% gain in your own time.

Lesson 3: Not Being a Bottleneck Owner (The “Wait and See” Strategy)

The fastest way to train your managers to decide is to stop being so helpful. Paulo implemented a “No-Answer Monday.” When a manager came to him with a problem, he wasn’t allowed to solve it. He could only ask:

  1. “What does the data say?”
  2. “What is your recommendation?”
  3. “What is the risk of doing nothing?”

By refusing to be the “Answer Man,” Paulo forced his managers to exercise their decision-making muscles. He stopped being the owner of every problem and became the Architect of Accountability.

Lesson 4: Designing Systems, Not Solving Fires

If you are constantly putting out fires, you are a firefighter. Firefighters don’t have time to build skyscrapers. To scale your startup, you must move from “firefighting” to System Design.

Every time a manager asks you for a decision, ask yourself: “What system is missing that would have allowed them to decide this without me?”

  • Is it a lack of a clear budget?
  • Is it a missing SOP (Standard Operating Procedure)?
  • Is it a fear of failure?

Fix the system, not the fire. When you build a system of accountability, you aren’t just offloading work; you are building a company that can thrive while you sleep.

The Goal: The “30-Day Test”

How do you know if you have successfully stopped being a bottleneck? Take the 30-Day Test. If you were to leave your office for 30 days, would your managers keep the company on course, or would they sit in the lobby waiting for your return?

A company that can’t decide without its founder isn’t a business; it’s a very stressful hobby. True scaling happens when your team stops asking, “What does the boss want?” and starts asking, “What does the goal require?”

If you stopped answering “quick questions” for the next 48 hours, which of your managers would step up to lead, and which would wait in silence?

Relevant Articles from JordanImutan.com

The “Invisible” CEO: Building a Startup Structure That Doesn’t Break When You Step Away

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It’s 3:00 PM on a Friday in your office overlooking the Makati skyline. You’ve just finished your eighth meeting of the day. Your throat is dry, your head is spinning, and you realize you haven’t actually “worked” on your business strategy in weeks. You’ve spent the entire day giving permissions, answering “quick questions,” and proofreading emails that your managers should have handled themselves.

You started this company to build something bigger than yourself. But right now, the company is you. If you don’t show up, the gears stop turning.

If you’ve been searching for how to move from founder-led to a professional management structure or leadership training for startup CEOs, you are likely facing the same wall every successful founder hits: the centralization ceiling.

The problem isn’t that your team is incompetent. The problem is that you are too helpful. By being the “Hero” who saves every project, you have become the ultimate bottleneck. To scale, you must move from being the owner of every task to being the architect of a system.

Here is how to stop being the “everything” person and start being the CEO your company needs.

The Story of Clara and the “Magic” Vacation

Clara founded a thriving logistics tech startup. She was brilliant, energetic, and possessed a “founder’s eye” for detail. She personally interviewed every hire, signed off on every social media post, and was the only one who could handle a direct call from their biggest client.

Clara felt essential. But she was also exhausted. She felt like she was carrying the weight of thirty people on her shoulders. She started looking for a business scaling consultant for founders because she thought she needed better “time management.”

Then, Clara was forced to take a sudden, ten-day leave for a family matter. She went “dark”—no Slack, no email, no calls.

She expected to return to a smoldering ruin. Instead, she returned to a team that was… fine. In fact, they were better than fine. In her absence, the Operations Manager had finally overhauled the delivery tracking system—a project Clara had been “meaning to get to” for months. The Marketing Lead had launched a new campaign that was outperforming their previous ones.

Clara realized a painful truth: Her constant presence wasn’t helping the team; it was hovering over them. She was the bottleneck because she hadn’t given them the Accountability to lead.

Lesson 1: Clarity of Direction (The Compass, Not the Steering Wheel)

The first reason founders become bottlenecks is a lack of clear direction. When the destination is fuzzy, the team will constantly ask you which way to turn.

Most founders give instructions. A CEO gives Clarity of Direction.

  • The Instructions (Bottleneck): “I want you to call these five clients today and offer them a 10% discount if they renew their contract by Friday.”
  • The Direction (Scalable): “Our goal for this month is a 95% retention rate. You have the authority to offer up to a 15% discount for early renewals. I trust your judgment on which clients need it most.”

When you provide the “What” and the “Why,” you empower your team to figure out the “How.” If you are still explaining the “How,” you haven’t defined the “What” clearly enough.

Lesson 2: Radical Delegation (Giving Up the “Legos”)

In the early days, you did everything. You owned all the “Legos.” But as you grow, you have to give those Legos away.

Delegation is not “assigning a task.” It is transferring ownership.

Many founders “delegate” but then jump into the Slack thread or the Google Doc to make “minor suggestions.” This is a trap. Every time you “tweak” a team member’s work, you take back the ownership. You signal to them that their work isn’t final until you’ve touched it.

To move to a corporate structure, you must give the baton and let the other person run. Even if they run a slightly different route than you would. Even if they stumble. Accountability only exists when the person feels the full weight of the responsibility.

Lesson 3: System Design Over Problem Solving

When a team member comes to you with a problem, your founder instinct is to solve it. You’ve been solving problems since day one. It’s your superpower.

But as a CEO, solving a problem is a failure of leadership. Wait—read that again. If you solve the problem, you’ve helped one person one time. If you design a system to solve the problem, you’ve helped the company forever.

  • The Problem Solver: Fixes a bug in a client’s account.
  • The System Designer: Asks the Engineering Lead, “What part of our QA process allowed this bug to reach the client, and how do we change the code-review system to prevent it from happening again?”

To stop being a bottleneck, your primary job is to build the “machine” that solves the problems, not to be a gear inside the machine.

Lesson 4: The Accountability Map

If you are looking for leadership coaching for tech founders, the most practical tool you can build is an Accountability Map.

This isn’t a traditional organizational chart. An organizational chart shows who reports to whom. An Accountability Map shows who is “on the hook” for specific outcomes.

  • Who owns the “Customer Acquisition Cost”? (If it’s you, you’re the bottleneck).
  • Who owns the “Employee Retention Rate”? (If it’s you, you’re the bottleneck).
  • Who owns “Product Uptime”? (If it’s you, you’re the bottleneck).

Every major metric in your business should have one name next to it. And as much as possible, that name should not be yours. Your name should only be next to the “North Star” metrics: Vision, Culture, and Capital.

The Goal: The “30-Day Test”

How do you know if you’ve successfully moved from a centralized owner to a CEO? Take the 30-Day Test.

If you were to step away from your business for 30 days, would the company grow, stay the same, or shrink?

A company that shrinks without its founder is a job. A company that grows without its founder is an asset.

To build an asset, you must be willing to be “less important” in the day-to-day. You must find your value not in being the smartest person in the room, but in being the person who built the room and filled it with people smarter than yourself.

Are you building a business that is fueled by your exhaustion, or one that is powered by your team’s autonomy?

Relevant Articles from JordanImutan.com

The “Founder’s Speed” Fallacy: Why Your Quick Thinking is Slowing Down Your Startup

~ jordan ~ Leave a comment

The office is quiet, but your mind is racing. You’ve just spent the last four hours “helping.” You helped the design team pick a font. You helped the sales lead draft an email to a Tier-1 prospect. You helped the office manager decide on the new health insurance provider.

To you, this feels like high-octane leadership. You are fast, you are decisive, and you are keeping the wheels turning. But if you look closely at your team, you’ll see a different story. They aren’t moving faster; they are standing still, waiting for your next “input.”

If you are searching for leadership training for startup founders or how to scale a business without the founder, you have likely hit the “Founder’s Speed” wall. You think your involvement accelerates the company, but in reality, you have become a human stoplight.

The problem is centralization. When every path leads back to your desk, you aren’t a leader—you are a bottleneck owner. To scale, you must trade your speed for your team’s accountability.

The Story of David and the “Decision Debt”

David founded a fintech startup in Manila that was growing at 20% month-over-month. David was a “fixer.” He prided himself on his 30-second response time on Slack. He thought that by being available 24/7, he was empowering his team.

But David’s team was suffering from “Decision Debt.” Because David made all the hard choices, his managers never developed their own “judgment muscles.” Whenever a complex problem arose, they simply tossed it to David.

David’s search for business operations consulting for founders led him to a startling realization: his team wasn’t lazy; they were logically adapted to his behavior. Why take a risk on a decision when David will just override it or do it himself in half the time?

David had to learn the hardest lesson in scaling: Your job is no longer to make the right decision; it’s to ensure the right decision gets made without you.

Step 1: Clarity of Direction (The “Success Criteria” Shift)

The main reason founders jump into the “How” is because they haven’t clearly defined the “What.” If your team doesn’t know exactly what a win looks like, they will naturally ask you to check their work.

To break the cycle, you must provide Clarity of Direction.

  • The Bottleneck Way: “Make the landing page look more professional.” (This is subjective; they need you to “approve” what “professional” means).
  • The CEO Way: “The goal of this landing page is a 15% conversion rate for users aged 25–35. It must load in under two seconds and align with our brand’s ‘minimalist’ style guide.”

When you define the Success Criteria, you give your team a yardstick. They don’t need to ask if you like it; they can look at the data and the style guide and know for themselves.

Step 2: Radical Delegation (Handing Over the Keys)

Delegation is not a chore you offload; it’s an investment in capacity. Most founders delegate “tasks” but keep the “authority.”

  • Task Delegation: “Research three CRM systems and show me the options.” (You are still the decision-maker).
  • Authority Delegation: “You are the owner of our Sales Tech Stack. Your goal is to implement a CRM that reduces lead response time by 50% within a ₱100,000 budget. You have the final sign-off.”

When you hand over the authority, you are moving from an owner-led model to a corporate structure. You must be prepared for them to choose a CRM you might not have picked. As long as it hits the goal, you must stay silent.

Step 3: Not Being a Bottleneck Owner (The “Wait and See” Rule)

To stop being a bottleneck, you have to embrace the silence. David implemented a “24-Hour Hold” on all non-emergency questions. When a manager asked, “What should we do about X?”, David would wait.

Often, within four hours, the manager would message again: “Actually, I figured it out. We’re going with option B because it saves us time on implementation.”

By refusing to be the “Answer Man,” David forced his team to become “Solution Owners.” He moved from being the center of the web to being the architect of the system.

Step 4: Systematizing Accountability

Accountability isn’t a lecture; it’s a structure. To scale, you need a way to track results that doesn’t involve you hovering.

  1. The Scoreboard: Does every department have one number they are responsible for?
  2. The Cadence: Do you have a regular, brief meeting where they report on that number?
  3. The System: If the number is off-track, do they have a process to diagnose why before they come to you?

When you build these systems, you are no longer managing people; you are managing the process. This is how you move from a frantic startup to a professional organization.

The Goal: Becoming the “Invisible” CEO

The ultimate sign of a successful founder-to-CEO transition is when your team handles a crisis and you only hear about it after it’s solved. This isn’t a sign that you are unnecessary; it’s a sign that you have built a masterpiece.

When you stop being the bottleneck, you gain the one thing every founder craves: Time. Time to look at the horizon, time to build the next big thing, and time to lead the company where only you can take it.

If you disappeared from your business for two weeks, would your team grow in your absence, or would they simply wait for you to return?

Relevant Articles from JordanImutan.com

7-Point transformational tips

~ jordan ~ Leave a comment

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Photo by Suzanne D. Williams on Unsplash

There is no silver bullet for all transformational needs. Every company has its own culture, needs, peculiarities, uniqueness, management maturity, leadership competencies that affect what approach will be successful.

Even though we often hear about how a big percentage of transformations fail, we should also look at the positive side. How did the smaller percentage of companies that have successfully transformed do it? What was their secret recipe? There is something in common about the way successful companies executed their transformation programs.

Here are my thoughts.

Tips to a successful transformation

  1. Clear and well communicated Vision. Answer the question “Why do we need to transform?”

What will the company look and feel like at the end of the transformation program? If the leadership cannot or does not paint a clearly articulated picture of it then how will the company know if it has reached its transformational journey? Too often companies jump into the transformational bandwagon without taking the time to paint this picture. Successful companies do not transform for the sake of transformation. IBM CEO Lou Gerstner clearly painted a picture of IBM moving from a computer selling company to an IT Service Provider. They transformed from selling boxes of computers (which they were losing money) to selling services. This clear transformation saved IBM from bankruptcy.

The organization must also understand the ‘why’ behind the transformation. If this is not clear, at least two negative things may happen. Employees will think that this is just the next ‘flavor of the month’ program of the executives. They do not see the burning platform behind the need to change. The other outcome for not explaining the ‘why’; employees will speculate why the company is transforming. Things like ‘we are going bankrupt, we are being merged with a bigger company, we are down-sizing’ and other negative rumors will start spreading across the organization.

  1. Core cross-functional process improved. Creating change teams. Core process to be re-built around company values.

Products and services are delivered through 3-5 Cross-functional Core processes. Companies that starts losing marketing share or incur high customer attrition is usually partially caused by faulty cross-functional core processes. These core processes may have been efficient when the company was starting or was smaller than it is today. However, the growth and direction of the company may no longer be reflected in its core processes.

One of GE’s strength under the leadership of Jack Welch was its ability to improve its core process. Six Sigma was implemented across the different GE affiliates. The initiative was sponsored and fully supported by the group CEO. In the earlier days of Jack Welch, executives were expected to understand and run Six Sigma programs. The program was so effective that is was merged with Toyotas LEAN program. The result is the popular Lean Six Sigma. In a nutshell, Lean Six Sigma is about reduction of a core processes errors and cycle time. Let’s take a simple example; customer service. A customer is better serviced if the company has minimal mistakes in its service and the delivery of service takes little time. This can apply to products as well. Delivering products with less or no defect at the shortest possible time is an advantage to any company.

  1. Bottom-up problem solving

Problem definition is best done from the field and not the boardroom. Too many times, I have witnessed decision making being done by people removed from actual customer touch-point. They are done through personal views and opinions. To make things worse, decisions and problem definition is being done in the absence of data.

In transformation programs, we often forget that problems will be surfaced and needs resolution. Two things to remember in problem-solving. One, we need to involve people closest to the problems. They feel the problem and often know the root cause. We just need to have the humility to ask them. Two, we need to equip them. There are several problem solving and decision-making tools. We need to equip employees with these techniques. It’s similar to asking employees to build a birdcage and yet not provide them the training and tools to carry out the job. A client of mine did a similar tact years ago. This huge retail company was in the middle of a massive change. They engaged us in customized change management & psdm (problem-solving and decision making) programs. They ran these in dozens of batches for company managers.

  1. Alignment of Structure/Systems and Staff

Transformation will always cause realignments. We need to take this into careful consideration. Organizational structures need to be reviewed in light of the transformation. Systems and processes need to be updated in light of the transformation. Staff and job profiles need to be reviewed and updated in light of the transformation. Transformation programs need to be implemented with sustainability in mind. Transformation needs to be designed for the long term and not short-lived.

For sustainability, we need to take these three things into careful consideration. Most transformations fail or are short-lived because these three things were neglected or not taken seriously.

  1. Inside-out approach

In order to transform your company, you first need to transform your people. We don’t mean compliant transformation. Compliant transformation means that people ‘transform’ for the sake of compliance. It’s temporary and superficial.

Transformation must make the drop from the head to the heart. It starts with logic but makes its way to our emotions. If the transformation program does not make that drop then it’s simply compliant and not sustainable. It will be just another fad that executives are trying to implement.

Transformation workshops need to be designed to transform lives. Transformed lives sustain transformed organizations. This is what we (Vanguard Center for Leadership) are good at.

  1. Top-down.

This is the classic ‘walk-the-talk’. We cannot have our leadership talk about transformation and yet do not embody it. Transformation workshops need to start from the top. I had luxury supermarket client before that reached out to me for guidance on an interesting topic. The French CEO said that his company was good at creating strategies and plans. However, execution was another thing. They were terrible at it. Plans would get delayed, project managers would get lost in the handover, project costs would sky-rocket. The CEO needed a simple Project Management/Change Management and PSDM (Problem Solving and Decision Making) program. We provided them a template driven and simple Effective Execution program we used in a large Middle East Bank I used to work for.

As a good leader, the CEO got himself and his first level executives trained in the program. This is clearly ‘walking the talk’. He then set-up a Projects Office (as per our guidance) to make sure that all projects followed the process and their progress is reviewed on a regular basis. All his store management team where then trained on the same program he attended. This way, they talk the same language. Two years later and with another CEO sitting at the helm, the company is still using the methodology and the governance is still in place.

  1. Culture integration

You cannot have your transformation program going in one direction and yet sustaining a culture moving in another direction. Transformation programs must be designed to change culture. I remember a great British Manager saying ‘culture is what you allow to grow.’ It is people that defined the culture of a company. To be more specific, it’s the leaders and how they behave that molds a company’s culture. This is the very reason why we need to have a top-down approach. This is the reason we need an inside-out approach.

There are other things to consider in a successful transformation. For instance, we did not tackle the need to reflect the transformational goals in the performance management system of a company. Aligning transformational goals from top-to-bottom is essential. We also did not tackle the identification of the vital few measures to help us keep track of progress. What measures matter and how should we quantify them. For instance, improving customer complaints by 70% does not really make much sense. It would be better to say ‘reducing the average monthly customer complaint from an average of 700 to less than 20.’

Each transformation journey will be unique. Let’s begin it with the 7 tips and you will be off to a better start with your transformation program. Transformation is never easy; however, we hope that the tips will make it an easier journey for you.

Feel free to reach out if there is any topic in transformation you want us to cover.

Click here for the podcast version.

Six tell-tale signs that our leadership superpowers may be dipping

~ jordan ~ Leave a comment

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Photo by Lukas on Pexels.com

When business is booming and the economy is raising our revenues, it’s easy to perform our role as a leader.

The key behaviors are easily manifested and evident to all employees. “Walking the talk” is easy. Leaders even preach the attributes of a good leader to their direct reports. They also enjoy dropping quotes from great leaders of the past.

However, challenging times tend to test our leadership resolve. Difficult times can test the values we preach. Such hard times can test our leadership competencies. It is in these moments that we need to hold on stronger to ideal leadership competencies and behaviors. This is the time where our people look up to us for guidance and to set an example for them to follow.

“Count it all joy, my brothers, when you meet trials of various kinds, for you know that the testing of your faith produces steadfastness.” James 1:2-3

It is in these moments that we need to understand and observe ourselves. We need to pay close attention to our leadership style. We need to be critical of how we behave towards our current situation and towards our people.

From experience consulting for different company leaders in good times and in bad, here are a few signs to watch out for. If you start seeing any of these manifests in your leadership style then it’s time to take a pause and assess why you are behaving the way you are behaving. Assess how your leadership behavior is helping or hindering your current situation.

  1. We start to de-priorities the development of our people.

In times of blessings and times of lack, people should always be our most important asset. We cannot have people as our most important asset in good times and in bad times bring them down the pecking order. It will be our good people sticking with us that will help us through difficult times. We may need to reduce our manpower in downtimes, however, let’s make sure we keep the good ones. Great companies invest more in the development of their people instead of cutting down the training budget. Management guru Peter Drucker said, “If you think training is expensive, try ignorance.”

  1. We start blaming first and ask questions after

Democracy reigns in good times. Everyone has an equal voice in good times. In bad times, we sometimes shift to finger-pointing. Instead of asking the question “what happened, what’s the root cause, how can we correct it, how can we prevent recurrence”, we default to “who is to blame for this?”

Such a work environment causes people to be afraid to try anything for fear of reprisal. Nobody also wants bad news to trickle up for fear that the messenger of bad news gets the ax. By the time senior management gets wind of an issue, it has already ballooned into a big problematic snowball.

  1. We fight industry trends

What got you there, won’t get you to the next level. Too many times, I have seen the reason for a company’s success turning into the reason for its failure. Company founders hold on to their original success formula. Software companies using the same antiquated programming approach even though it has been made obsolete by the industry. Retail businesses refusing to create a hybrid digital/brick-and-mortar model. People standing on street corners marketing their products and services using old-fashioned flyers.

Do we really think we can beat industry trends? Blockbuster thought that they can keep the lead by ignoring Netflix. They filed for chapter 11. Kodak refused to move to Digital cameras since their massive growth was fueled by film-based technology. They filed for chapter 11. Did Barnes & Noble think that building more stores would win the hearts of customers that are moving into digital books? They filed for chapter 11.

  1. We start losing high-potential people and retain the bad apples.

When signs of bad leadership start to manifest itself in the workplace, it’s the good employees that jump ship. These high performers know their market value. It’s the none-performers that tend to stay. Why? They have no place to go. Now take a balcony moment and check your business. Your company is currently under a lot of stress and the people you have are mostly non-performers. The good ones went out of the front door.

  1. We don’t openly bring faith in the workplace

Deuteronomy 8:18 You shall remember the Lord your God, for it is He who gives you the power to get wealth; that He may confirm His covenant that He swore to your fathers, as it is this day.

When we succeed, we often think it was purely on our own accord and effort. We think that the growth of our business stems from our intelligence and tenacity. What we forget is that our talents, opportunities, blessings, wealth, valuable employees, valuable clients, favorable market trends, education, parents, family name and so on came from our creator. None of our success is purely ours to solely claim. Why is it that we do not openly acknowledge or practice our faith? Are we ashamed to be seen as an obedient follower? Are we ashamed to show that we rely on a higher power for our business?

Captains of industries with an openly strong faith in God have grown their business to billions of dollars in annual revenues. You have Dan Cathy (Chik-fil-A) grew his business to 2,363 stores with annual revenues of $10.5 Billion. You have Dave Thomas, CEO of Wendys with their 800 stores. James Cash Penny with 2,000 JC Penny store locations.

Clearly, faith in the workplace works.

  1. We start mixing personal and professional views

When times are good, leaders can separate their personal from work views. Even if they do not like people at a personal level they can work with them.

When times are tough, the line between personal and work views starts to blur. The leader’s personal views start to cloud their work judgment. Dealing with good people with opposing views starts to get painted in a bad light.

Once they have a bad view of good people, everything these people say is taken in a negative context. Good people that are marked as (personally) bad eventually leave the company.

There are other tell-tale signs of a leadership 180-degree turn. These are just examples of signs to look out for. With God by our side, we can maintain our positive Leadership behaviors in good times and in bad.

You can listen to the podcast version of this article by clicking here (jordansviews.com)

Transforming Organization means Transforming People

~ jordan ~ Leave a comment

 

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Photo by Pixabay on Pexels.com

In the 1930’s, the typical company listed in the S&P stay in this elite list of companies for an average of 90 years. Today, that lifespan has shortened tremendously to 18 years. The difference in company durability is shocking. It is very clear that companies must adopt, change, transform. Failing to do so means it is only a matter of time before another company takes on your market and customers.

70% of company transformations fail. That’s a huge percentage of failure.

Most companies forget that organisational transformation is not about the transforming the company processes & policies. It’s not about simply engaging employees with the flavour of the month program. Organizational transformation is never easy. It is never a straight line. Organizational transformation cannot be taken for granted. Organizational transformation cannot start from the bottom.

Transforming organisations is all about transforming people. Transforming people is about transforming behaviours. Transforming behaviours means transforming mindsets and defining a clear purpose. Transformation is about sustained change and not compliance.

Transforming organisation is about igniting people potentials and aligning their behaviours.

If you are ready to implement a sustained transformation program in your company, join us on Dec 4 and 5. Let us show you how to do it.