There are things that we carry around in our organizations and in our mentality that make things more cumbersome than they need to be. Treat your leadership like you would treat a manufacturing floor and get leaner now. Here’s the two fastest ways to achieve this.
Come out of hiding.
Many people avoiding sticky issues saying that they like to allow time to let things work out on their own. Sure, that could be a legitimate hands-off leadership approach, but it can also be the mantra of procrastination or worse, avoidance. The problem is that a leader who avoids making decisions is also giving up control. By addressing the issue directly and not avoiding, there was less stress on everyone involved and a better outcome was created.
Move on, even when you’re right.
Far too often I see leaders get tangled up in pursuing a matter on principle. This can be as tangible as money they’re rightfully owed, or as conceptual as an acknowledgement of error.
In the end, it’s about being right and getting admission from the person who has wronged them. The question is how far they’re willing to win. If the best revenge is living well, then the ultimate loss is being driven by anger, frustration, and bitterness no matter how things turn out in the end.
Letting go of money is certainly a big deal, but bad debt is also the cost of doing business. Tally up the hours spent pursuing it in thought and action, then add that cost to whatever effort you put into earning the money in the first place through your goods and services. It may be a hefty amount.
Now add in the very significant cost of placing your focus on the past instead of the future. You may find that you can make up the bad debt and more by pursuing new business and creating new opportunities. Now the cost of pursuit becomes staggering.
I’m not advocating walking away from a tough situation–that would be avoiding. Instead my message is to fight for a while, then assess the situation pragmatically and move on when the time is right. You’ll definitely feel better and your performance will improve when you let go of old injuries. I’ve never had a client do this and regret giving up being angry too soon. The opposite is far too often the case.
If you’re in this kind of situation now, I recommend doing the following: figure out your ideal outcome; assess the lengths to which you’re willing to pursue it; create a measurement so you know when you’re reached the point of diminishing returns; and if you hit it, then move on.
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