About KPI’s, leadership and transformation
During my professional life, I’ve encountered many companies. They each have a different story to tell about a product they deliver. As a consultant in communications and PR, it is all about delivering the right message to the right target group. Now at the core of a company or organization, lies the essential energy from which it once arose. During the years companies transform, find structures, patterns. For a lot of those companies it is hard these days to follow the stream of energy that was once at its essence. The same energy from which now al those great start-ups are coming into bloom. This is the challenge organizations face in these volatile, uncertain, complex and ambiguous times.
I’ve learned a lot during the years, looking into all those different organizations. And I’ve promised myself to only tell something to the outside world if it was truly embedded in the organizations values. So when the day cam I had to live up to this promise, I told my client I would love to do the assignment, but only if we could take a step back and set things right internally, before communicating externally. In this case the vision and mission, all things were straight from the heart of the founder, just not carried by his employees yet. We started off aligning them with very simple and easy tools and this worked out very well for the whole company. Somehow there seems to be a different flow now, there’s more breathing space, more connection and a collective purpose. Employees start trusting each other and become more and more happy, as they are taking their first steps out there, to dare trust their own judgement, feel and carry their own responsibilities and enjoy their work even better, while stepping into their own truth.
Now the way I see it, a lot of employees feel the organizations they work for function as an umbrella. Always hanging above their heads, heavy on their shoulders. The employees are carrying the organization and have a feeling of being caught by the tight structure but at the same time can’t really put their finger on it. The pressure is high and they continuously have to deliver, in order to match the KPI’s set for each quarter. And mostly the KPI’s have to be SMART (Specific, Measurable, Acceptable, Realistic and Time specific). Even more pigeonholing of what might become something much bigger than what has been defined. What happens if we let that go?
Now first of all I believe the organization should carry its employees. It should be there to facilitate them, not the other way around. To be managed by leaders who can say: ‘Hey, this is my job, I love doing it, but please let me know how I can make you have a better work environment, have more fun and pleasure in your job?’. To make employees responsible for what has to be done, and if they can do this within half the time, that is their gain. To make it part of their lives, in which they enjoy being. To act in different suiting roles than just one and experience that they are being part of enrolling a much larger purpose than what they defined upfront. Now leaders have the responsibility to have a good and close look at themselves. Because if you have the courage to stand in your own light, you will automatically allow others around you to do the same. And that…is nothing but a recipe for success.
If you are interested in having a good look at your organizations’ purposes, desires, mission and values or you would like bring your project or team from a place of impossibilities to a field of possibilities, please don’t hesitate to contact me. I would love to help you out.