Rivers Run Through It

by Jean Houston Shore, CSP, CPA, MBA
Copyright 2007

"Your task as a leader is to make sure you are on the right river."

Sometimes being the biggest or the most powerful isn't the same as being the best. I was reminded of this recently as I put together some research materials for a client. We were discussing the problems that Russia, once a part of the Union of Soviet Socialist Republics (USSR) and now an independent republic, faced in dealing with change. As we examined the country's vast store of mineral resources, we noted the distribution channels for the eastern region of Russia (often called Siberia). The three longest and most powerful rivers in the region, the Yenisey, the Lena and the Ob', each drain about 1,000,000 square miles of land, delivering millions of gallons of water to the ocean annually. These are mighty, raging rivers, enough to inspire a healthy measure of respect from any seagoing crew. An obvious choice for exporting by ship, right?

WRONG. You see, while the major rivers in the U.S. flow south, these three rivers flow northward. Their journey's end is the Arctic Ocean. In that region of the world eastern-western links are vital, so the country's three most powerful rivers become unimportant and almost useless for commerce.

ARE YOU ON THE RIGHT RIVER?

Mighty and powerful rivers rage in our business environment, too. Your task as a leader is to make sure you are on the right river. To do this takes three not-so-simple steps. First, know where the business is supposed to be going. Understand fully your organization's strategic direction (Direction Setting). What is the company's vision? Where does the organization want to be in five years? Do you want to be number one in your market? Will you diversify into new products and services or enter a new industry? If you do not know these answers, you might be "missing the boat!" Keep in mind that boards of directors do "course-correct" from time-to-time. You must keep current as to the direction of your organization by tapping into your well-maintained network of informational contacts.

Second, know where you are on the river (Performance Tracking). This means managing the performance of your department or function so that you clearly see the link between what you do and where the business is going. From time to time, something that you do will need to be changed or even discontinued, based on events occurring in the greater business environment. For example, if a new competitor enters your market, you may need to step up your customer incentive program or change your payment policies to keep your current customer base. You cannot respond quickly to changes in the river current if you don't see a relationship between what you get paid to do and where the business is going. (If you can't see a link, there may not be one; this can be hazardous to your career!)

Third, help others visualize the destination (Direction Communicating). Even if you do not have "direct reports," you can help others see the "big picture" in your industry. By freely sharing with the appropriate people the knowledge you have gained, you can help them catch the vision too! In volatile industries, fearful workers stop working productively simply because they are not sure how to respond to the new realities. You can make a difference not only in their productivity but also in their quality of life if you help them confront their fears and find workable solutions.

It is easy to lose sight of your organization's strategic direction when you are trying to keep your ship afloat. Even so, Direction Setting , Performance Tracking, and Direction Communicating must become habits for every leader. After all, if you navigate your team to the wrong ocean, you might just find yourself wintering in Eastern Siberia!