Whether we like it or not, we’re all in this recessionary economy together.
If you're still lucky enough to be employed, listen carefully to my message, as simplistic as it may seem: It’s time to put aside the natural rivalry, competitiveness, intraorganizational politics and just plain silliness that is everyday business life if you want to stay employed and, moreover, to keep your business from going under.
It’s time to really look at the way the silos within your company are formed. Take them apart, and relearn how to run your business.
Yes, I know I'm preaching. Sorry. But you can always stop reading here (but don't).
I assure you that on this day, in this economy, businesses need to adapt or die! We're all terribly scared about the future of our careers and how it will affect our families. The more we — and when I say we, I mean employees and business owners — succumb to our fears, the more difficult it is to work together. We second-guess ourselves. We second-guess others, and most importantly, we spend a lot of time playing armchair quarterback to the decisions that are being made.
It’s no wonder companies are going under daily. If you look carefully, you'll see mismanagement as the big culprit. Greed. Power. Ego. We can't run businesses this way at this time in history.
It’s officially time for kumbaya! From this point forward, you and your colleagues must work together to fight to keep your company alive.
Beyond newfound camaraderie, two keys to doing this are obviously increasing sales and reducing costs. If you look, I'm sure you can find many places where your company's inefficient.
As an employee, you already know they're there, but fear keeps you silent, doesn’t it?
Recently, while consulting for a company, I set up an internal group, more like a renegade operation, and named it “Operation: Unturned Stone.” The goal of this operation was to turn over every stone in the organization in search of opportunities to either reduce costs or increase sales. This required getting people together from each department in the company. And not the heads of that division either, but key managers who aren’t usually empowered to make a difference like this.