Often, getting an organization to that next level–the one where you’re not just meeting goals, but surpassing them and moving into almost unimaginable territory–can be tricky. It’s not always obvious how to move beyond business as usual, particularly when business as usual has gotten strong results up to this point.
The word “Transformation” is a bit of a buzz word these days. It has come to mean many different things to many different organizations. However, at JMJ, we use the word to describe what it is we actually do—and our clients often attest that, after partnering with us, their organizations or projects actually are “transformed.”
Go slow to go fast.” This is a slogan that is particularly relevant at the beginning of projects, jobs or strategic initiatives. Often, in the rush to get going, leaders fail to set themselves up for success. Critical omissions emerge at the most inconvenient times that arrest forward progress on goals.
In Joseph Friedman’s last post (The Three Guidelines to Maximize Your Conversational ROI) he calls conversations, “the actions of business.” Conversations either forward action, or they don’t. When I was first introduced to the concept of conversations as action, it challenged the way I thought about things. “Conversations are actions? But they’re just a bunch of talking. Isn’t talk cheap?”
Whether in business or in our personal lives, when we make an investment, we want a good return. It is easy to know whether we’ve made a good investment–if we put in $100 and get $175 back, we’d most likely declare this a good Return on Investment (ROI).
At JMJ, we say that “relationship is the foundation of accomplishment.” It’s one of our core principles, one we take very seriously. What does it mean? Basically, it means that to get great results, we focus on our relationships with our work and with those involved in the work we do.