If you’re a leader of an organisation and you’re interested in growing that organisation, the results, today I’m going to share with a model of how to do that sustainably.
Now, just to set that in context there’s a lot of growth that happens within organisations today that is unsustainable.
Unsustainable growth means that you push too hard in the short term, so that either your people, your resources, your operations fall apart and so you don’t get growth in the long term.
So sustainable growth for me means that you can grow not just today, but you can grow in three years time, in five years time and ten years time… it’s about laying a platform.
So if you’re interested in knowing how to do that for yourself and for your team and your organisation, stick around I’m going to share it with you.
Essentially what I’m saying is that if you actually want sustainable growth you want to see your organisations results grow, that’s on all indicators, with all stakeholders and I really look at a balanced scorecard approach. Is your organisation improving and growing in all particular areas?
To do that you then need to grow your team.
Is your team actually coming together, have they got clarity of results? Are they really clear on what success looks like?
To get success in a balanced way for your organisation, sustainable growth for your organisation, you want to look at then how you grow your team, and to grow your team, you often need to grow yourself, so you either need to look at your behaviours or your mindset in relation to this sustainable growth idea.
So how do you do that? This is how you do it.
The idea here is that we want sustainable growth.
The core way to do it, the two ways to do this is through two things.
The first is to remove the constraints to growth.
So there’s this idea of the law of constraints, and essentially that comes from a systems viewpoint and says that within any particular system there’s usually one thing holding you back. So here we’re actually identifying one thing at a time.
What’s the one thing holding you back?
What we’re doing is systematically trying to identify that and manage it and remove that thing each quarter. So the question is “What would that be for you?” What would that one thing be?
Going back to the three things I talked about what would be that one thing in the organisation that would be a constraint that would be holding that organisation back? Is it the operations, is it the way you’re delivering service to customers? Is it your team and your culture?
What would be the one thing in your team that’s holding you back at the moment?
What would be that one constraint that you could work on in the next quarter? And if you’re going to change your organisation or your team, what would be that one thing inside you that would need to shift? Either the way you think or what you do that would enable you to get sustainable growth.
Make sense? So the first thing, if you want sustainable growth is you’ve got to look at yourself and your team and your organisation and start removing those constraints to growth and identify what they are.
Then the second thing around that is increasingly getting clarity of the future.
Every single organisation if you look at it from an organic model there’s things changing external to that organisation that mean it’s having to adapt, and you and your team and your organisation are in a continual process of adapting to those.
What helps you create sustainable growth, so the growth that delivers in a balanced way and into the long term is increasingly asking yourself…
What is that vision of the future
What is the goal?
Who is my customer?
And what do they value?
Peter Drucker asked these questions famously when he when he wrote about planning effectively planning organisations. But these can apply at three levels. They can apply to your organisation, to your team and to yourself.
Does your organisation have the answer to what the future looks like?
Does your team have clarity about what it’s mission and vision is in the organisation and do you have clarity about yourself and your own career and your next three years in the organisation?
The way that I work this model cuts across both.
It doesn’t matter whether you’re an organisation, you can start removing the constraints to growth and increasingly get clarity of the future.
If you’re a leadership team you can do the same you can start looking at “Well what’s holding us back from being the best we can be?” and systematically removing things this quarter and increasingly getting clarity of your purpose within the organisation and if you’re an individual:
What’s holding me back from achieving what I want to achieve in my career?
What do I want in two to three years time?
So, to summarise, if you want sustainable growth in your organisation, its about systematically removing constraints to growth and getting increased clarity of the future.
If you do that what it will do is not just deliver growth in the short term, but help you create sustainable growth in the long term.
If you’re interested in understanding how that will work for you leave me a message down below, if you applied this to your team, your organisation or to yourself, what would you do next in the next quarter to create growth for yourself?
Talk to you soon.