The best year ever

The best year ever

We recently conducted a poll on this blog, the results of which are below:

What's your outlook for your business for 2009?

Best year ever - 53%
Similar to 2008 - 15%
Somewhat worse than 2008 - 23%
Catastrophic - 7%

As the eternal optimists, we at Growth Facilitators are happy to see that over 50% of those who responded agreed with the GF team that 2009 will be the best year ever for their organization. I wondered about this level of optimism - is it blind faith and hope, denial of reality, ostrich head in the sand type of thinking that simply deludes us into believing this? Or is there something more at work here that is giving us this hopeful energy?

I received an insight last night in an e-mail from a treasured client (and all our clients are treasured and loved by Growth Facilitators). In her e-mail my client was updating me on the steps they have taken over the past two months to deal with the economic crisis. They have reorganized, released some people, cut unnecessary expenses. In short, they have taken the steps to streamline their business that they know they should have taken, but were able to delay and procrastinate about, the "good times" being a great mask for taking action. When business is thriving and revenues are growing, it's so easy to say "tomorrow". What the current crisis is forcing us to say is "NOW"!

What I observe from my client’s e-mail is that taking the action was a lot easier than they thought it would be, and has proceeded relatively smoothly, with results far sooner than they expected. Also with some unexpected results - my client noted that "The conversation at meetings has really become more productive" and "Interestingly we've never had such a smooth running Christmas before". No wonder she started her e-mail with "It will be a wonderful New Year".

And that’s the real truth of the matter - whatever we declare 2009 to be, it will be. If we declare that 2009 will be the best year ever for our organizations, we will take decisions and actions that are in line with this. If we believe that 2009 will be catastrophic for our organizationa, we will take decisions are actions that are in line with this.

In Hamlet Act 2, Scene 2, Shakespeare wrote:

Hamlet: What have you, my good friends, deserv'd at the hands of Fortune, that she sends you to prison hither?

Guildenstern: Prison, my lord?

Hamlet: Denmark's a prison.

Rosencrantz: Then is the world one.

Hamlet: A goodly one, in which there are many confines, wards, and dungeons, Denmark being one o' th' worst.

Rosencrantz: We think not so, my lord.

Hamlet: Why then 'tis none to you; for there is nothing either good or bad, but thinking makes it so. To me it is a prison.

We can decide right now what 2009 will be - and what it will be has nothing to do with the external environment, and everything to with the "thinking that makes it so".

Lessons in Leadership – Jamaica Football

Captain Horace Burrell, the President of the Jamaica Football Federation (JFF) first assumed office in 1994 and boldly stated that he would take the Jamaican team to France for the World Cup finals in 1998. Although he faced many obstacles and hardships, he stuck to his vision, took tough decisions and delivered on his promise. One of the key factors in delivering on his promise was the hiring of Professor Rene Simoes as the Technical Director.

Captain Burrell relinquished the Presidency in 2003 to Crenston Boxhill and wrestled control once more in 2007 where he vowed once more to take Jamaica to the world cup finals, this time South Africa in 2010. Shortly after assuming the office the second time around, the Captain took a tough decision to dismiss then Technical Director Bora Milutinovic. He turned to his good friend Professor Simoes who arrived in Jamaica in January 2008. Over the last 14 years the Captain and the Professor developed a deep mutual respect for each other and were very close friends.

Jamaica was drawn in the proverbial “Group of Death” for the CONCACAF semi-final qualifiers alongside Mexico, Honduras and Canada. Everyone knew it was going to be tough to be one of the two qualifiers from this Group. Mexico, the perennial kingpins of CONCACAF was expected to go through, however Honduras and Canada were no walkovers. Having lost the first three matches, and with Jamaica’s chances of qualifying literally hanging by a string, Captain Burrell had to take a tough decision. The fact that it involved the future of Professor Simoes, his very close friend and one well loved by Jamaicans, made it very difficult. Shortly after 1 am in Honduras, the decision was taken and Professor Simoes was no longer employed to coach the Jamaica National Football Team.

What lessons can we learn? Some persons agreed with the Captain, while many said it was cruel – he should have waited. The fact is that as leaders we are always faced with tough decisions, we may not always take the “right” decision, but we must be decisive and work with what we have done.

I reflect on the tenure of Mrs. Portia Simpson-Miller as Prime Minister. She was faced with tough decisions regarding persons very close to her. Most notably was then Minister Phillip Paulwell who should have been held accountable for the cement debacle which crippled the construction industry for months. He should have been held accountable for the Trafigura Affair. Unfortunately, Mr. Paulwell was the greatest supporter of Mrs. Simpson-Miller leading up to the PNP Presidential race in 2006 and thereafter. It is my opinion that had Mrs. Simpson-Miller taken the tough decision and stripped Mr. Paulwell of his Ministerial responsibilities, she would most likely have won the General Election in 2007. Instead her popularity rating snowballed from in the 70’s in March 2006 to the 40’s by time the election was called.