Friday, January 29, 2016

The '3Ds': Directives, Disappointments, Deadlines

Both sustainable organizations and business communications require delivering and managing expectations regarding directives. Equally important, and often in conjunction, comes managing disappointment. This includes falling short of one's own expectations, as well as with others. Consistently meeting deadlines, for example, serves as proof of a team's resilience. With directive, communication is key. Taking the necessary time to understand client expectations and goals is the best place to begin. I have experienced this first hand and use methods suggested to me by fellow business consultant, Alan Lee, ideas and practices in "Lets Get Real or Lets Not Play" by Mahan Khalsa and Randy Illig. Client communication, expectations and goals are explored thoroughly. Khalsa and Illig infuse the content of clear directive, managing to integrate positivity within disappointment that can occur. More often than not in business the day to day runs as expected. Phones, financials, administrative tasks, just to name a few, are almost ritual. But there are big pieces: meeting needs of clients, planning and strategizing growth and development, as well as follow-up and opportunity-seeking, that must find a way to get folded into the more automatic day-to-day business. As things oscillate in a chaotic fashion from day-to-day: phones that never stop, the endless interruptions however important distract one from that ‘list’--the client report summary, printing of a invoice, or responding thoughtfully to a email can all be frustrating at times. Yet, in the scheme of things, For me, it comes down to managing my reactions and internal barometer of balance and regulation. My internal center of balance can diffuse the external complication. In turn, this can be frustrating. However, being aware of that can help keep the day positive and productive, whatever comes up. There is only so much time and prioritizing helps. But, it is having the ability to recognize external factors are just that--external. By responding to situations and the barrage of information with realistic expectations is key to survival in our distracting, media-driven workplace and general business environment. This is the arena for entrepreneurial spirit and managing The '3D’s' in small business are the key for positive growth, momentum and that refreshing feeling of closing the deal. This is by no means an excuse, for loss of productivity or missing deadlines that create disappointment. I find if we peel back layers and look at the individual each employee at his or her own level, as they are, as they define themselves, then a comfortable progressive climate of results-based execution happens. When expectations are acknowledged and agreed upon, all parties involved have solid directives. In turn deadlines are met, the client is satisfied and a clear understating of who, what and how we roll though the business endeavors of The '3Ds' lead to positivity, growth, and success.

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