Outlook Journal, January 2002
Economic downturns mean tough choices for almost any organization, and they put leaders to the ultimate test. Pressures build from shareholders, customers and employees, who look to an organization’s leaders for direction and results. A common response is to cut costs or take other reactive measures. But such actions raise new issues to tackle. Productivity slows and morale spirals downward as workers worry about job security. Marketplace observers question the organization’s long-term viability.
So what are leaders to do when faced with the dual task of putting out fires while searching the horizon for new sources of growth? Successful leaders turn to their people. They assemble and coach teams of executives who understand the importance of strong business discipline and know how to balance short-term cost actions with long-term investments. Successful leaders also encourage innovation and entrepreneurialism, so employees who might otherwise feel like the “victims” of tough decisions are in a position to solve problems. In other words, successful leaders help people understand the current reality, and they enlist broad support to overcome obstacles and build for the future. I like to call this “keeping one foot in today and one foot in tomorrow.”
Energizing a workforce is no small task, especially in uncertain times. But there are some important steps executives can take to lead and enable their employees in any economic environment. As a start, they can articulate a clear vision of the future, communicate it across their organizations and describe the strategy to achieve it. They can help people understand how important their day-to-day work is to fulfilling strategic goals, and they can provide people with the tools they need to succeed in their jobs. They can also establish a culture of open and honest communication between people and their leaders . . . to celebrate success, acknowledge setbacks and outline plans to meet new challenges.
This issue of Outlook includes a special three-part report on how companies can best leverage the true talents within their people. One article looks at how behavioral changes can drive bottom-line results. Another explores the important similarities between knowledge workers and artists and describes how the right environment can bolster creativity and productivity. And a third focuses on fostering innovation throughout an organization.
As you read the articles, you might consider how to apply these ideas to improve human performance at your own organization. At Accenture, we have devoted time and energy to this topic to ensure we are unleashing the full potential of our people through and beyond the current economic challenges. We are managing our business by looking forward, keeping one foot in today and one foot in tomorrow. And despite the uncertainty in today’s marketplace, we remain optimistic about our future.
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