The purpose behind “Why” has been at the forefront of nearly every creative and evolutionary human endeavour since the beginning of human existence. Why enables us to question the status quo and further existing boundaries. The mystery of why has also been at the forefront of our greatest revelations and naturally beseeches interest, curiosity and investigation.
In the business world you would think the conversation would tone-down somewhat. I mean we’re not uncovering the nature of the universe here, nor pioneering the development of warp speed interstellar flight. We are in essence for the most part, opportunistic Industry leaders who see possibilities in securing supply for demand.
Organisation’s that continue to solidify a foothold in their operating markets have a distinctive difference compared to ones entering chapter 11. This difference was generally originated at inception and has carried through to its workforce and customers over the course of company growth without a great deal of waver.
These organisations understand why they do what they do. Try asking yourself why your company does what it does. Not an easy answer for most. Now ask yourself if your staff and peers understand and appreciate why they do what they do. Keep in mind this is not about profit, remuneration or lifestyle. This is about personal purpose and industry direction.
Understanding the purpose of why you do what you do should be at the forefront of all learning principals a company bestows on employees. It then should flow on as your USP to your customers. When employees and customers understand why you do what you do, it tends to form an immediate understanding and loyalty-link to keep working hard and buying from a specific team or organisation.
Occasionally, management may need a shift in culture or to re-think Its strategic industry position to bring back fundamental principals the company was founded on. This brings the thinking back to understanding and appreciating why it does what it does.
Spending large amounts of internal and external resources coaching or training staff is a step in the right direction. However, if staff doesn’t understand why they do what they do, eventually the training will wear thin and cracks will begin to appear. These cracks come in the form of disgruntled and unappreciated employees, unmotivated managers, missed opportunities, and reduced job satisfaction. All ingredients for poor service.
The fundamental principal that keeps your compass facing true north is a belief and understanding to why you do what you do.
When this is clear, industry purpose and informed decisions flow into a greater understanding.