The gaze of shareholders and business leaders is generally directed towards balance sheets, capital return metrics, EBITDA, among other tangible results. These indicators are very important for management and decision-making.
However, the invisible battles, those that begin unnoticed by most people and suddenly reach a turning point, are the ones that generate the most challenges by consuming time, energy, focus, and resources from the organization.
The unresolved emotions of each employee cause them to react excessively to the actions of others; gossip, myths, people in their comfort zones, and fear of change result in tense routines and obstacles to growth.
Some battles fought silently in the hallways, pre-agreements before entering meeting rooms, and betrayals among colleagues are common patterns in corporate agendas. Another example is a fixated culture: “I do it this way because I’ve always done it this way, and no one changes it here.”
Due to the frequent difficulty in identifying the root cause and the monetary losses generated by these “invisible” issues, they often do not make it onto the agenda of upper management. Thus, over time, the consequences do appear, whether with the team looking to the future through the lens of the past, losing the best people, reducing profits, or destroying markets.
To initiate the change process, it is essential that people are working in sync with a focus on the same goals, thereby creating a cohesive and solid culture. Leading is serving, transforming these invisible battles into a collective commitment, where each individual aligns to promote their own transformation and that of the company. Thus, culture will become strategy in action.
To initiate the change process, it is essential that people are working in sync with a focus on the same goals, thereby creating a cohesive and solid culture. Leading is serving, transforming these invisible battles into a collective commitment, where each individual aligns to promote their own transformation and that of the company. Thus, culture will become strategy in action.
Letícia Marodin, business consultant and director of Markenz Consulting, specializing in market strategy and marketing. All rights reserved.
