Companies that look good on paper but still fail may have a history of repeating mistakes. Is it possible that these companies don’t follow through with their technological or market edge and fail to achieve success? In sports such behavior is known as “choking.” Have these companies “choked” at crucial moments? Why? The repetition of behaviors known to be unsuccessful may reflect an inability of the leadership team to correctly identify the problem and implement realistic, practical solutions. If a problem solver has been hired, does the leadership have the courage to implement the recommended programs to resolve the problems? If not, why not? Perhaps the failure of such companies is a result of “group think.” Those in leadership positions and able to implement solutions don’t think through the long term and short term consequences of impractical solutions. Instead, leadership sets a tone where everyone has to agree with the leader. (Anyone remember the fable of the emperor’s new clothes?) No one steps up and points out the flaws in the thinking or in the implementation of a bad solution. This usually happens in work environments where creativity and independent thought are perceived as negative behaviors.
So now you’re the leader of a failing organization. What approach are you going to take? Will you have the confidence in yourself and the people around you to inspire creativity and independent thought? Or will you simply demand that everyone march in lock step over the cliff like a bunch of lemmings? If you haven’t done so already, do you have the confidence to hire a problem solver to help you resolve the issues blocking your organization’s progress toward real success and financial stability? A collaborative approach to identifying and resolving the problems is certainly worth the effort if your organization is facing failure. It can’t hurt and when Aunt Nellie calls again, refer her to the problem solver. That should free you up to focus your energies on solving your organization’s problems once and for all.