The gaze of shareholders and business leaders is generally directed towards balance\nsheets, capital return metrics, EBITDA, among other tangible results. These indicators\nare very important for management and decision-making.<\/p>\n
However, the invisible battles, those that begin unnoticed by most people and\nsuddenly reach a turning point, are the ones that generate the most challenges by\nconsuming time, energy, focus, and resources from the organization.<\/p>\n
The unresolved emotions of each employee cause them to react excessively to the\nactions of others; gossip, myths, people in their comfort zones, and fear of change\nresult in tense routines and obstacles to growth.<\/p>\n
Some battles fought silently in the hallways, pre-agreements before entering meeting\nrooms, and betrayals among colleagues are common patterns in corporate agendas.\nAnother example is a fixated culture: \u201cI do it this way because I\u2019ve always done it this\nway, and no one changes it here.\u201d<\/p>\n
Due to the frequent difficulty in identifying the root cause and the monetary losses\ngenerated by these \u201cinvisible\u201d issues, they often do not make it onto the agenda of\nupper management. Thus, over time, the consequences do appear, whether with the\nteam looking to the future through the lens of the past, losing the best people,\nreducing profits, or destroying markets.<\/p>\n
To initiate the change process, it is essential that people are working in sync with a\nfocus on the same goals, thereby creating a cohesive and solid culture. Leading is\nserving, transforming these invisible battles into a collective commitment, where each\nindividual aligns to promote their own transformation and that of the company. Thus,\nculture will become strategy in action.<\/p>\n
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.<\/p>\n
Let\u00edcia Marodin, business consultant and director of Markenz Consulting, specializing\nin market strategy and marketing. All rights reserved.<\/p>\n
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Os olhares de acionistas e dirigentes empresariais em geral s\u00e3o direcionados para balancetes, m\u00e9tricas de retorno de capital, EBTIDA, entre outros resultados tang\u00edveis. Indicadores estes, s\u00e3o muito importantes para gest\u00e3o e tomada de decis\u00e3o. Entretanto, as batalhas invis\u00edveis, aquelas que come\u00e7am despercebidas pela maioria das pessoas e de repente tem […]<\/p>","protected":false},"author":4,"featured_media":1120,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[15,18,14],"tags":[23,22,17,24,25],"yoast_head":"\n