In an age of increasing commercial pressures, how do you as a high achieving, high performing executive, rise to the challenge of being even more effective?
How can you be even more productive, without succumbing to the inevitable heart attack?!
Not to mention the total breakdown of work life balance from spending even more time behind the corporate traction engine?
Today, senior executives in manufacturing or service operations, public or private sector organisations, are facing increased demands and pressures.
Why? Because this country’s largest organisations, our own military forces included, have trimmed their headcount repeatedly over the last two decades.
Staff numbers have been slashed to the point where they struggle to keep up with day-to-day demand, let alone rise to meet unforeseen demands.
Add to this, stakeholder demands, increased regulation, corporate compliance and director’s liabilities and it’s not difficult to sense the tension.
Life in companies striving for survival within their own niche markets is clearly becoming increasingly pressured.
Organisations previously regarded as secure, or ring-fenced against the rigours of the commercial world, have to accept that change is a constant for them too.
Change comes from a wide range of external and often uncontrollable directions, the intense pressure of market competition, along with:
Whilst increasing pressures are felt right throughout an organisation, the stresses on those of you at more senior levels are increasing exponentially.
The pressure is on you to deliver increased shareholder return.
At the same time, you’re required to balance demand for improved product or service quality, shorter lead times and minimise costs to retain competitive advantage!
The challenge, therefore, for all organisations, is how to improve what they do without increasing costs.
Modern manufacturing techniques and organisational restructuring have already dramatically improved performance and reduced headcount.
So the solution lies in getting more out of the people they have left!
For those at the top, getting more out of themselves and their staff is key.
Many are already in danger of becoming trench-weary, from being hit with constant change and challenge for a decade or two.
They already believe they are working at optimum levels.
“The danger of not raising your game might mean facing corporate extinction – that dreaded tap on the shoulder that says you are no longer required.”
Perhaps frustratingly, even doing all of these does not necessarily manifest in improved performance:
The reality is that blockages to our success often lie within the unconscious brain.
They probably manifest from coping mechanisms we created as children, which may no longer serve us positively.
Raising executive performance levels often lies firmly in overcoming these subconscious blockages to improve our self-awareness, self-belief and motivation.
The human mind is able to learn new behaviours by tapping into the unconscious mind and its incredible ability to make and sustain positive change.
After all, if you as a senior executive fail to raise your game when required, you could find yourself under the focus of shareholders who are demanding sacrificial lambs.
This is even without the young thrusters looking for the next step on their own career ladder too!
If you desire recognition in the corporate world now, you may well need to step up to an even higher level.
Take the lead from finely honed athletes!
They recognise that, in addition to being coached in the physical and technical aspects of their sport, they also need an expert who can help them unlock the subconscious barriers to optimum achievement.