Do you get so involved in your business that you forget to work on the business? You wouldn’t be alone. Many leaders spend nearly all of their time putting out fires, checking emails, and other day-to-day activities. If that’s you, don’t blame yourself – it’s hard not to get caught up in the cycle of constant “head down”.
However, the costs lose the long-term perspective. Without it, you’re much more likely to hyperfocus on the short term, have nearsighted vision, and perpetuate a hectic culture. This can jeopardize the long-term viability of your business. With a long-term perspective, you can be more strategic in your thinking and planning, maintain lasting relationships, and make decisions aligned with your long-term vision.
Think about these questions:
Are you often too busy and hardly have time to think?
Do you want to put more energy into thinking and planning for the longer term?
Do you think this would serve your organization better?
6 Amare Ways to Take a Long Look
Looking to the long term is one of the seven Amare Way principles that help good leaders improve by putting the power of love to work. Here are several exercises for taking the long run, from the book The Amare Wave.
Get some height. Close your eyes and imagine that you are on a high mountain looking at yourself. Watch the “movie” of you at work – of how you are all day long. No judgment allowed.
Manage expectations. Set explicit expectations that your decisions will be based on long-term viability. Make it concrete by giving examples of what you do and don’t do in specific circumstances.
Help your stakeholders assess the fit. Let all your stakeholders know what it means to them that you take a long-term view, for example slower and more stable growth for investors, in the knowledge that this will not appeal to everyone.
Long-term reward. Make sure your KPIs and internal reward systems are aligned with your long-term focus and not just quarterly numbers.
Prepare for relapse. Anticipate and plan how to withstand the pressures to meet Wall Street-esque expectations for prioritizing short-term returns.
Make the investments. Pay your people well and invest in a culture that supports healthy long-term relationships with all your stakeholders.
Amare leaders put love to work and learn how to meet short-term needs, balance investing in lasting relationships and increase the long-term viability of their business.
The opinions expressed here by Inc.com columnists are their own, not Inc.com’s.
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