Small Organizations Cannot Afford Disruption
All small organizations hold onto the daring promise of great potential as they also face great risk of failure. In these close-knit environments the need to succeed is compounded by the enormous responsibility each team member bears. Large companies can absorb mistakes, but small organizations face catastrophe if one person writes up the order wrong, leaves a door unlocked, or doesn't answer the phone. However, the other side of that coin shows that team members also know each others' jobs and can cover for mistakes. Excellent communication skills are needed. Diversity of skills, interests, and a willingness to learn are paramount traits.
When it comes to leading small organizations it is common for the owner to be in a managerial position. This often creates a two-edged sword (one that cuts both ways). While providing close oversight to daily operations the owner will be able to respond to short-term needs and be heavily "in the mix" which is always exciting. And yet, this often spells trouble because the greatest thing an owner can provide is organizational direction. Vision of future market trends, noticing innovative opportunities, and redefining an organization's competitive advantage will put greater forces to work than dousing fires and chasing small issues.
Small organizations cannot transfer a malcontent to another department. Employees must get along, work closely, and cover a variety of business functions. Leading to Your Success is a great source of grease for those squeaky wheels. Facilitating new and dynamic interactions, we can clear the slates where long-held gripes are causing things to grind instead of soar. Often there is too little time to learn or train the knowledge needed by the workforce. Leading to Your Success can slip into the operational flow, provide valuable and strategic learning to improve team function, and then we will simply slip out of sight, providing improvement without distraction.
When it comes to leading small organizations it is common for the owner to be in a managerial position. This often creates a two-edged sword (one that cuts both ways). While providing close oversight to daily operations the owner will be able to respond to short-term needs and be heavily "in the mix" which is always exciting. And yet, this often spells trouble because the greatest thing an owner can provide is organizational direction. Vision of future market trends, noticing innovative opportunities, and redefining an organization's competitive advantage will put greater forces to work than dousing fires and chasing small issues.
Small organizations cannot transfer a malcontent to another department. Employees must get along, work closely, and cover a variety of business functions. Leading to Your Success is a great source of grease for those squeaky wheels. Facilitating new and dynamic interactions, we can clear the slates where long-held gripes are causing things to grind instead of soar. Often there is too little time to learn or train the knowledge needed by the workforce. Leading to Your Success can slip into the operational flow, provide valuable and strategic learning to improve team function, and then we will simply slip out of sight, providing improvement without distraction.
