It is such a huge challenge. I will say it starts from the very top. How do you keep the management team or the leadership team really focused? How do you, in these times where the macro context is changing so quickly?
If you look at forecasts for real estate, for what 2023 would look like back in June of this year, compared to August, compared to October, compared to right now, oh my God, the forecasts have changed this way, that way, up, down, sideways, right?
So, the context is changing so quickly around all of us, across all of these industries. And I think what that necessitates is that teams, management teams, leadership teams, operating teams, spend more time together, resetting, what is the context? Are we all on the same page? Is our definition of success what success looks like? Is what we said six months ago, three months ago, one month ago, of what success looks like, is that still what success looks like?
I think if you can keep folks on the same page consistently, then you can hone in on what really matters. And I think that really starts from the top and then from there, you know, you’ve got to be a broken record.
Just when you think you’ve said something too many times, maybe that’s exactly when somebody actually starts to understand what you want them to do and what the organization’s focus should be.
So, I think having high levels of ongoing engagement, it may feel like a lot, but meeting more regularly as a team. The more dynamic the environment is, the more frequently I think you need to meet as a team.
Sometimes the less meetings you want because you want to put your head down and do more work, but I think that’s actually the time where you need more time together as a leadership team. And then to be asking that, what does success look like? Has it changed? Has it not changed? And then driving that clarity and focus for your people.
