This weekend we were reflecting on this past week, some of the meetings we attended, the presentations we made, and some of the things we read. There were two clear threads.
2. Organizations continue to stretch themselves on their earnings, reorganization and growth goals with absolutely no thought about how the current leaders and teams will physiologically be able to make it happen.
At a meeting with one of the world's largest professional services firms, one ofthe board members made the comment that too often the hindering factor in the success of a company's reorganization is the energy level of the leaders. Can you imagine the cost of this failure, or even just falling short? Can you measure the cost of the lack of trust that the entire organization has the next time you want to make a major change? All of this because of a complete lack of understanding that it's people that will make a change successful and people don't function well on bread and water (the equivalent of the lack of investment companies are making in supporting these leaders).
In another discussion, we were told of a new CEO of one of the largest global consumer products companies that set the goal of doubling their revenues in the next ten years. Is this just a lofty goal to motivate the troops or is it actually possible? Only time will tell but one thing is glaringly clear to us. If he doesn't strategically change the company culture, energize the leadership, and make Sustainable High Performance habits the norm rather than the exception, there is no way. Not without burning out the majority of talent, destroying the motivation of the workforce, and making his organization unsustainable.
On reflection, it is clearer and clearer that leaders must shift their perception of Mindset, Nutrition, Movement, and Recovery strategies from a nice to have to a strategic must. If they don't there is very little chance of a light at the end of this tunnel.
By Scott Peltin
Founder & Chief Performance Officer