In a related study, using a larger sample of respondents but not distributing the respondents proportionately across industry sectors, we found that close to half of front-line employees blamed corporate leaders for not clearly communicating their goals to them. A full third of senior executives agreed with them. Furthermore, even when goals were known, 41 percent of workers said they did not understand what they personally were supposed to do each day to help achieve their company’s goals.

The study is based on results of surveys to 530 companies and 6,778 employees over a 5 year period ending in 2009.  In some cases, the responses were weighted to provide an exact replica of basic U.S. industry categories.

It seems that when large numbers of workers show up to work each day  not knowing why they are there nor what they are supposed to do all day, that business is probably operating very inefficiently, and that means poor service and lower profits.

It is crucial for employees to know both their team’s goals and their organization’s goals. What can you do today to get up to speed on your organizations goals?  We would love to hear from you.

Click here to read the entire report

What happens when your computer gets overloaded?

It slows down. Everything takes longer. It starts giving you error messages. Soon it freezes, and then it crashes.

It’s the same thing that happens to you when you get overloaded. There’s a natural principle at work here: the things I have to do are infinite, but the capacity I have to do them is limited.  (In my case, quite limited.) In our new book, Predictable Results in Unpredictable Times, we talk about how to “push the reset button” on your work and your life when things get scary.

Here’s the issue: At work, everybody’s trying to do more with less. But the real question is, more of what? Are you just trying to do more stuff whether customers value it or not? Are you trying to do the jobs of people who aren’t here anymore, whether those jobs are worth doing or not?

Push the reset button. Ask yourself, what’s the job that really needs to be done? What job do my customers want me to do more than anything else?

Say you’re the only finance person left after everybody else is let go. Do you really need to keep track of every single data point that’s always been tracked? What are the company’s real needs right now? Protecting cash flow? Getting accounts receivable paid up? 

Figure out what the organization really needs you to do. Then focus on that job. Instead of trying to do 2 or 3 jobs that “kind of, ought to” be done, strip yourself down to the job that you must do and that only you can do.

 I hear you giggling. “Tell that to my boss.”  No, you tell it to your boss.  In these scary times, nobody—including you—can afford to carry responsibilities that aren’t core to the organization’s purpose.

What else can you do to succeed in the middle of the wild ride we’re all taking right now? We would love to hear from you.

Get a copy of Predictable Results in Unpredictable Times for 30% off.

Imagine you are at the helm of a huge ship moving forward at high speed.  You’re the driver, you control the direction of this ship. Now, how is it possible for a single, small person to change the course of something so massive?

To change the ship’s course, you move a steering wheel that operates a rudder, which then turns the ship. But the rudder itself can be enormous, perhaps even ten stories tall on some ocean liners. So what moves the rudder?

A tiny second rudder called a trim tab, which is attached to the big rudder.

Through the marvels of engineering, when the trim tab swings to one side, it creates just enough vacuum to pull the big rudder around. The trim tab is tiny compared to the size and weight of the ship, yet it is the trim tab that determines the ship’s course.

 Now, when you think: “how can I possibly create change in my organization,” think of being a trim tab. Your small actions, your work in your circle of influence can create, over time, a big impact on your organization.

 Far too many people are not engaged in their work, they are neither fulfilled nor excited, most of all they feel powerless to change anything, and they blame it on the organization or their boss or their lack of authority. In truth you are the creative force of your own job and life. No matter what role you play, your contribution can make a difference. You can become a trim tab.  How? Simply by focusing on what you can do even if it’s outside of your job description and make small adjustments and improvements along the way.

So how can you become a trim tab? What is one small adjustment that you can make today to put you on this path? I would love to hear from you.

Join my free social learning community at www.stephencovey.com

According to Dr. Stephen R. Covey a mission statement is like a constitution by which you make all decisions for your life. Highly effective people shape their own future instead of letting other people, their culture, or their circumstance determine it. A mission statement provides direction and clarity for your life, your family, your team and your organization.

Such clarity is critically important in today’s turbulent climate. You may work within an organization with fewer people, fewer resources, more confusion, and more noise-you may be expected to do as much or more with far fewer resources. In order to survive in such an environment, you need a compass to help stay focused and on course in order to make critical decisions and accomplish key priorities.

Benefits of a Mission Statement:

• Gives you a greater sense of meaning and purpose.
• Guides your day-to-day decisions.
• Helps you design your life, your family, your team or your organization instead of having it designed for you.
• Provides focus.
• Clarifies what is most important.

If you don’t have a mission statement or are ready to revamp, we can help you get started today. FranklinCovey’s mission statement builder provides an introspective path to creating your mission statement as you answer thought-provoking questions you will uncover your core values and highest goals.

Click here to use FranklinCovey’s Mission Statement Builder to get started today.

Once you write your mission statement come back and tell us about your experience or share your mission with us. We would love to hear from you.

You’re not alone.

I mean, there are still other people in your organization, right?

Tip#2: Embrace Others

Odds are, when you’re working fast and furious, there is probably someone, somewhere in your organization that may have some downtime, or they’re worried about not being aligned with strategic projects. Find them. Grab them. Capitalize on their skills. And have them chip in. People are generally happier when they’re engaged and contributing. Sure, quality might slip a bit and it might take longer for you to get that project done. But there is a huge feeling of relief when you delegate a task to someone and you go back to your office and are able to tackle something else. And there is an even better feeling when they come back to you and the project is finished and better than if you did it yourself.

 In The 7 Habits of Highly Effective People, Stephen Covey outlines the principle of abundance. What this means is that there is always enough work for me and you, and the person in the office down the hall. Don’t be afraid to relinquish a bit of control over your projects. It will only benefit you and the people you bring into your circle. Your projects will get done better than before and you’ll be helping other people become engaged.

In my next post I’ll cover Tip #3: Plan or Perish.

Author: Matt Murdoch, FranklinCovey