As we grow from individual contributors to managers and then to leaders of organizations in respective domains of expertise, the organization’s expectations, the people who work with us, the shareholders, the customers, and essentially all stakeholders grow leaps and bounds.
Every stakeholder looks up to a leader to deliver the margins, deliver the returns, and deliver the bonus for them higher year on year amidst market uncertainties, volatile economic environment, rising global competition, and increasing cost pressures.
One leader is entrusted with beating the competition by a margin unheard of; one leader is entrusted with the task of reducing costs never seen before; one leader is entrusted with reducing the headcount by half as a part of the restructuring. All these seem daunting tasks and insurmountable too in the beginning. However, as leaders, if the stakeholder expects the leaders to deliver these seemingly unachievable targets, then the leaders have no choice but to roll up their sleeves and start strategizing, as that’s probably the only way to make the organization sustainable as finalized by the stakeholders.
To strategize, plan, and execute these seemingly impossible goals, the leader looks up to his team to drive the extra mile, go the extra distance, and push themselves harder in the plans. The leader consistently strategies with the team, reviews along with the team leaders, coaches the team leaders, and guides the team towards the goals planned. However, it requires the belief of each team member in the purpose, in the goal, in the leader to go the extra mile for the leader of the organization and achieve the unachievable, as they say in corporate lingo to dream big and deliver bigger.
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