Get in touch
The "B" of Bang - a checklist for leaders starting the New Year
Rory Ferguson • Jan 06, 2024
The start of a new year presents a unique opportunity for leaders to shine and a “banana skin” for the complacent, or the unprepared.
So here’s a brief checklist for leaders wanting to make their mark and create a solid platform for 2024, broken down into 3 primary areas:
1. Vision and Direction:
- Set a clear vision for the year ahead: Leaders can inspire and tribalise their team by articulating a compelling vision for the future. It should be ambitious, yet achievable, and should clearly outline the goals and aspirations for the year.
- Communicate the strategy: Once the vision is set, leaders can present the strategy designed to achieve it. Break it down into actionable steps and milestones and ensure that everyone understands the significance of their own seat in 2024.
- Embrace change and innovation: The new year is a natural time for change and improvement and we are currently riding a golden age of technical advancement. Leaders should be open to new ideas and actively encourage innovation and creativity within the team.
2. Team and Culture:
- Express appreciation: Taking the time to recognise the contributions of team members is a priceless way to build reciprocal commitment and motivation.
- Team development: This is a great time to invest (time if not cash) in L&D, enhancing a culture of learning and continuous improvement while making your people feel valued.
- Build trust: Leaders who are open and transparent with their team will earn trust and respect. This involves being honest about challenges, sharing information openly and being willing to absorb feedback. Perhaps start by sharing your own hopes & fears for the year ahead.
3. Action and Results:
- Take decisive action: This is a time for action. Leaders can distinguish themselves by being decisive and taking action to implement their plans and initiatives. This means setting clear deadlines, holding themselves and others accountable and not being afraid to take calculated risks.
- Focus on outcomes: Ultimately, leaders are judged by their results. By setting clear goals and metrics, leaders can set the bar, generate accountability within the team and inspire confidence.
- Celebrate the good and the not so great: In 2024, you will have your share of both successes and failures - hopefully more of the former! Leaders who can celebrate successes with their team and share learnings from failures will enjoy a longer, more fulfilling career, building authenticity, learning and loyalty.
A “New Year launch” would set the tone and publicise the goals which can then be subsequently revisited on a quarterly basis to gauge progression. While most effective leadership approaches are tailored to the specific context and needs of the team, or organisation, by focusing on these key areas, leaders can set themselves up for a successful and impactful 2024.
Momentum is key. As a wise man once said to me, you can’t nail your annual budget in Q1, but you can lose it!
Good luck for the year ahead!
Using your integration as a springboard for future growth
Part 2 In the last post we highlighted the key areas for leaders to address when guiding people through a business integration. In summary, they were culture, resistance to change, loss of identity, the communication vacuum and lack of engagement. Integrations are complex and are rarely smooth throughout the process. People will want to understand the Purpose and strategic value of this merger & what it means to them. Inevitably, there will be uncertainty, but if the buy-in and trust is evident, you will secure higher levels of tolerance in preparation for the inevitable turbulence experienced through the integration process. Here are some specific tips for overcoming people challenges in business integration: Communicate early and often: It is important to communicate the rationale and the integration plans to employees as early as possible. This will give people time to process and adjust to the changes and ask questions. Be transparent and honest: Be honest about the challenges and opportunities of the integration process. Avoid the use of smoke & mirrors to avoid difficult questions. Be inclusive: Engage employees from both companies in the integration process. Ask for feedback and recommendations and respond to it. This will help to create a sense of ownership and commitment to the integration. Provide training and support: Promote the skillset and knowledge employees will need to be successful in the new organisation. This may include training on new technology and processes and a comprehensive and inclusive induction. Set new business goals: Give employees across both organisations a sense of shared and collective future purpose and inject energy into their performance and delivery Celebrate successes: Be sure to celebrate the successes of the integration process along the way. This will help elevate the merits of the strategy, boost morale and keep everyone focused and motivated. Successful integrations require a high degree of integrity and courage from leaders. It would be a mistake to underestimate just how influential People are to the integration process. The process itself can be meticulously planned with expertise, templates and project management tools. There is no template to guide People through an Integration.
Guidance & insight for owners, leaders and investors within the Human Capital Sector
