Execute an Optimistic Game Plan!
07/22/02
Tom Rohrs, Senior VP Global Operations for Applied Materials Inc., has a way of highlighting some smart moves for tougher times: "We have a game plan that we execute. It starts with a very firm belief in the business that we're in. One of the best ways to get through a downturn is to have a firm understanding and belief that there's going to be an upturn. Another way is to have a very strong cultural fixation on remaining profitable. We try not to let operating results slip into negative numbers--because negative numbers become an excuse for almost anything. A third thing we do is invest in R&D through thick and thin. We try to gain market share in the downturn through that R&D. Finally, we explain what we're doing to our constituents: Our shareholders, our customers, and our employees all know the game plan. It's built into their expectations when they buy the stock, when they buy the product, and when they join the company."
Change agents know the importance of perspective and hope. They capitalize on history to anchor expectations for the future; downturns are followed by upturns. The leader's job is to keep realistic hope alive and to invest resources in the kind of activities that will position them well for the coming upturn. Two other essentials are highlighted in Tom's comments: Keep controlling costs and keep customers, shareholders and workers informed on what they can expect from your plan for the future.
In the absence of reliable information, shareholders, customers, and workers will think the worst and will gravitate to rumors that fill the information void. People want realistic optimism. They want to see what you are doing to keep costs low; they want to hear your game plan to maintain revenues and to position for opportunity when the economic indicators in your sector turn positive. No one wants rose-colored glasses; they want to know that you are doing what you can to play a poor hand well!
What costs can you cut without taking needed muscle from your team? What information do your customers, shareholders, and workers need to know now? What R&D efforts are you investing in to take advantage of the next turnaround? What are you doing to keep hope alive?
MONDAY'S MIRTHFUL MOMENT
Loren Ekroth provides today's mirthful moment compliments of the Washington Post. Readers were asked to come up with new diseases for Washington. Enjoy some of the finalists in that contest!
BELL'S PALSY-WALSY: Painful condition caused by excessive back-scratching between regulatory agencies and the phone company.
JOKE ITCH: A restless, squirmy desire to make a wiseacre comment during a boring staff meeting. Can be fatal.
TACKYCARDIA: Enlargement of ego characterized by the boastful display of one's employment badge.
AMEN-ORREA: A complication of sirhosis. This turns middle managers into rubber stamps.
LOOPUS: Shriveling of ego caused by being left out of important meetings.
When you keep your eyes open for mirth, you just may find it! Hope this kicks off your morning and helps get your mood adjusted for the week. Now, get busy MAKING CHANGE WORK and have some fun along the way!...