Now that global economies
are going through tough times again and may get tougher before the
pain stops, fear and its resulting knee-jerk reactions are counterproductive.
is to cut expenses and reduce staff by laying off, downsizing, closing
offices and plants. For those still employed, morale can be lower
than the belly of a worm. What’s needed is the alchemy of
an engaged workforce, which rises to exceptional performance.
A meltdown doesn’t
have to happen to everyone. Combining hope with decisive action,
communication, collaboration and innovation, is more likely to work.
The value of acting strategically, creatively and decisively –
for the long term while making specific plans for the short term,
results in survival, growth and an edge on the competition.
Throughout the millennia,
it’s been proven that crisis can bring opportunity for change
and innovation. Extraordinary times demand extraordinary measures.
Workplace loyalty doesn’t happen overnight, particularly with
a stressed, overworked, overwhelmed staff. Inspired leaders create
an inspired culture that generates hopeful, cooperative, passionate
staff that believe in and support necessary change. In this atmosphere,
people feel free to share ideas, give opinions and know they’ve
been respected and heard. Morale is high. Bottom line soars.
Obviously, an organization’s
most important asset is its people. Some will need training in new
skills to perform more effectively in their current or future job
to help the organization move toward increased success. Maintaining
older workers saves time, money and efficiency. They have the experience,
intelligence and knowledge – much of it in their heads, not
on paper. In the past, many of the companies that maintained and
retrained staff succeeded where others did not. Be creative.
Learn from errors that
organizations created in past recessions. Due to the retirement
of the baby boomers, there will still be a talent shortage. When
morale is low, demoralized staff will leave with the first opportunity.
Although they may feel fortunate to be employed, when their stress
levels rise, their productivity dips – slowly devaluating
Innovation is critical
for long term success. Look at your business model. Could it use
reinventing or critical surgery? For example, Apple was not the
first to bring small digital players to the marketplace. When they
launched their iPod in combination with the iTunes store, they simplified
technology by enabling its customers to easily and conveniently
download music, thus revolutionizing portable entertainment. This
innovation and business model change accounted for a huge increase
in sales and revenue and transformed the company. What can you do
to put a new spark in the marketplace and with whom?
just drop out of heaven. Sometimes it begins with an “aha”.
To develop it, you need collaboration and a problem solving process.
Some people are more creative than others. They excel at generating
new ideas, find alternatives or are able to find problems where
others don’t see them. Innovators are rare and need to be
nurtured and developed in order to create breakthrough change. Do
you know if you have any, where they are and how to best develop
them? I do.
Innovators need people
to challenge and help develop their ideas. Others excel at working
out the details or implementing a well planned and designed new
concept, process or product. There is nothing like a team whose
players have different thinking styles, who can collaborate for
the good of all. Their differences are their greatest asset.
Dr. Min Basadur, Professor
of Innovation at the DeGroote School of Business at McMaster University
and Founder of Basadur Applied Creativity has spent the past 25
years revolutionizing how people think. His system uses the strengths
of the individual’s preferred thinking style and a problem
solving system to create quality, measurable and successful solutions.
He believes that key ingredients of quality results must include
the right people with the right knowledge, a process utilizing knowledgeable
skills and tools. Believing that a collaborative team works best,
the brainstorming process generates a host of facts and ideas that
create formidable outcomes.
Creativity and innovation
drive economic growth. Twenty first century leaders drive change
rather than being chased by it. The key is adaptability, constant
re-invention, maintaining a proactive stance with an inspired and
loyal workforce. Everyone is capable of leaving a meaningful legacy.
What will yours be? Do let me know!
Lorraine Weygman is
an internationally experienced speaker, facilitator, coach, writer
and consultant, specializing in the inspired workplace, innovation,
change and collaborative teams. Visit Lorraine's Sources
profile here: Lorraine
Weygman. Lorraine can be reached at 416-630-6423 and email@example.com
Weygman: Surviving and Thriving in a Crisis
Richard C.B. Earle: Thriving in Hyperchange
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