Page 20 - BUILDING BETTER BUSINESSES, FOR A BETTER ECONOMY -( David White - DRG )
P. 20
THE LEADER’S ROLE IN S-CURVE 2
s the organisation grows the leader’s role remains as before… to ensure a solid Functional
Foundation, and to create an engaged work environment. This includes ensuring that
Acultural values are maintained, and the momentum and energy implied in the vision and
mission are common organisational themes, with everyone reaching in the same direction.
The leader wants to have thinkers in his or her organisation. People who will act for the betterment
of the organisation, and guide actions within the organisation to meet defined measurables and
milestones.
Micromanagement and direct supervision at S-Curve 1 needs to mature into team action… for
predictable results within the organisation. Focus needs to be on ensuring that the business
strategy and operational processes are understood and supported by each contributor (each staff
member) within the organisation, and that they take ownership/responsibility for the expectant
outcome of the task/s undertaken.
Business Leaders at this stage need to ensure that staff have adequate “know how” to perform their
roles within the organisation. This is achieved through placing high value on correct recruitment,
through thorough inductions, suitable training and ongoing coaching and mentoring practices.
Business Leaders must ensure that the right people with the right skills and attitude are brought
into the organisation. This is critical in aligning common passions, themes and intentions. Hiring
people with the right skills and experience is not enough to ensure a “good fit”. Personalities,
common desires, emotional intelligence and formed habits are also necessary considerations in
choosing the right colleagues and peers for the organisation.
Business Leaders must ensure that where staff are unable to align with cultural and functional
aspects of the organisation, they receive adequate opportunity to meet expectations before
dismissal becomes a consideration.
Business Leaders must ensure that his or her team understands the outcome requirements of the
business – and that everyone understands their contribution requirement, their “Zone of Influence”
in the business.
Business Leaders must ensure that staff understand how businesses work and, in particular,
how our business works, i.e. staff must understand “the business of the business”. It is worth
mentioning that the majority of staff employed in an organisation tend to be skilled in one or more
functional areas/processes, and do not have a full understanding of the interconnected activities
and influences in business administration. It is therefore essential that business leaders share how
their business works, what are its core activities and key success factors, how it maintains client
satisfaction levels, how it generates income and profit, and what helps to ensure its sustainability
and its “everything is connected” mindset.
Business Leaders must ensure the safety of their staff, and that of all customers, suppliers, and
visitors to the organisation.
Business Leaders must recognise their role in meeting stakeholder expectations, and that the
organisation operates within legislative and governance parameters.
Organisational Design
The organisation should be filled with staff and teams that focus on and ensure core and non-
core activities of the business are managed in line with the desires and parameters defined in the
18 organisational strategy and business plan.
Non-core activities can be outsourced to quality service providers, but in the choice to outsource, the
organisation must recognise their overarching responsibility and commitment to meeting regulation
