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Making Company Growth Happen

In most companies, business growth is viewed as one of many “projects” according to the strategic plan. As a project, the plan can be prioritized and the executive team can force employees to commit time to it.

Today’s leaner workforce challenges employees to meet their normal workloads, so adding another project or growth initiative can be challenging. The answer is not to make the plan a high-priority project or push people harder. These are only temporary fixes that will eventually be pushed aside by the reality of everyday challenges. Instead, the solution is to create a set of self-regulating plan execution processes that become part of the normal course of business. I call these “mechanisms”.

For example, let’s say your company is organized into teams, and each team understands the company’s growth initiatives and what they need to achieve to do their part. One “mechanism” that can be used is the creation of Goal Charts. There’s no rocket science here – goal charts have been around for decades. But in this case, the charts aren’t little 8 1/2 x 11-inch pieces of paper taped to the sides of the cubes with numbers and graphs on them. Instead, they are huge, colorful, creative, and fun. Perhaps the engineering or information technology team’s charts are more sophisticated. But in any case, each team builds itself and there is no need for uniformity. In fact, the charts are so big and “in your face” that it’s impossible for someone to walk through a team workplace without knowing what the team’s goals are and whether they’re being met. This means that each team member always knows the status of their team’s goals. And any flaws are usually so visible that it’s impossible for people not to focus on fixing them.

Before we sit down and see the picture I’m painting of the gears, I’ll define one more thing: Huddles. No, not meetings – gatherings. Imagine what would happen if football teams had meetings instead of gatherings. If that were the case, the crowd would probably get bored and leave after eating hot dogs and peanuts.

In a company full of well-defined teams that set their own goals, each team is encouraged and allowed to have all the meetings they want about how to achieve their goals and accomplish their daily workload. For example, the team might have a quick 5-minute huddle every morning to talk about plans for the day. Brand new employees are free to say what they are working on and what help they need. Everyone shares, and at the end of the gathering, the team might even let out a quick cheer. It all depends on them, which is the beauty of such a culture. Then, let’s say at 2:00 a.m. that day, someone on the team sees a potential problem that could cause the team to miss a daily deliverable or some other goal. So a specific team member (who may not be a supervisor or manager) calls another quick meeting and shares the problem. People jump in with ideas and volunteer to change their activities. The problem is quickly resolved and the team completes another successful day.

There are hundreds of creative mechanisms that can be installed in the development of a company. They define the way people work and help teams execute their part of the company’s growth plan. In fact, the mechanisms may be so embedded in a company’s culture that growth just happens, without the CEO or other senior executives standing on their toes “rousing the troops” or pushing “growth projects.” Best of all, mechanisms can lead to continued success!

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