Are We Going to Deliver Results or Lower Our Expectations?
It's 6:15 p.m. four days after the end of the quarter. Employees and managers are excited at the preliminary report of a 3.2% increase in operating profit.
Just down the hall a different conversation takes place. Two of the company’s owners sit in a large otherwise empty conference room bemoaning the meager 3.2% results. One of them says, "Based on the sales forecast just a month ago, we were supposed to achieve at least 5.5%."
The other owner chimes in, "And, on top of that, with the reported progress on our strategic initiatives, our new CRM system improvements alone were supposed to deliver results even better than even that. We gave them the improved tools they said they needed to increase sales, but they didn’t deliver!”
A third owner walks in the conference room, sits down, and, as if he knew what the two other owners were talking about, says, "Are we going to get the results we know are possible or should we just lower our expectations?"
While none of them finds lowering expectations acceptable, the question is met with silence because none of them is sure what the answer is.
Don’t lower expectations! You know down to your toes that the company should achieve better results. Instead of lowering expectations, close the execution gap. Close the gap between the results that you know are possible and the company’s current ability to deliver those results!
Critical thinking question: What are you going to do to close the gap between the results you know are possible and the ability of your company to deliver those results?