There’s nothing quite like the turn of a New Year. The dawn of that next 365 days can breathe much-needed renewal into the perspectives we hold of our work, our organization and where opportunities exist for both.
By late December, the business media is awash in Top 10 lists ranging from the trends that were to those that are approaching, the winners, the losers and how to reach for the next brass ring.
For me, the end-of-year introspection is a good thing . . . as long as it leads to the next step: a feeling of motivation and “can-do” to take on the next 12 months armed with a fresh approach that enhances the things I’m doing well and helps me turn the corner on things to improve.
A few items that inspired me over the long New Year’s weekend included a friend’s blog post as well as the most recent edition of Harvard Business Review.
Regarding the post, Greg D’Amico of Knoxville-based Efficience wrote of making affirmative changes for the New Year, “You have to make the most of the emotional state while you’re still in it. Instead of committing to the end result, commit to a process that will get you there…one that will become habit over time.”
That point resonated with me. As a business owner, it’s all too easy to focus solely on the end game, without really creating and managing the roadmap that both you and your team members need to make certain outcomes happen. Like Greg points out, achieving the right process is so fundamental to achieve results, and yet it’s often overlooked.
To the latter point, HBR included in its January-February issue, “Are you a Good Boss – Or a Great One?”, and it’s a must-read for just about any manager of teams.
Linda A. Hill and Kent Linebeck present three imperatives for measuring effectiveness as a team leader: 1) Manage yourself. 2) Manage your network. 3) Manage your team.
Don’t be fooled by the simplicity – the approaches tied to these three tasks are not one-stop-shop action items. They are indeed processes that require managers to keep reassessing themselves amid the continuous changes and, yes, chaos that typify today’s business environment.
Going back to Greg’s point, it’s all about establishing and committing to a process . . . in this case, of becoming innately connected with what you are doing now, what you can do and what you need to do to be a great leader, not just a good one.
It’s all good advice, not just for any manager, but certainly any public relations professional as well.
So here’s to a Happy New Year to all our clients, team members and colleagues – and may the paths we all choose be driven by the purpose and process we need for success in 2011.
