SYNC INITIATIVES

None of our businesses operate in a vacuum. Our competitors continually challenge us to become better and more creative; other industries are competing for the same consumer dollar; the macro-economy plays havoc with our plans; as a result, we spend our days both anticipating and reacting to change. We marshal our resources and apply our effort to take share in a zero sum economy-not an easy task when everyone else is trying to do the same thing.

Given this economic environment it becomes paramount to any organization that each of the key disciplines within the company share and support one another’s key initiatives. Too often, everyone in the company is working incredibly hard but collectively the company is unable to attain its goals. One possible reason is that the various departments are working against each other. While this is rarely deliberate the result is the same as if it was-sub-par overall performance. Each area must have an agenda that dovetails with the company’s overall strategy. Just as importantly the initiatives of the different disciplines that depend on each other for support must be in sync. Each area must share their priorities with one another so that they don’t find themselves operating independently in an interdependent environment.

Each area of the company should be focused on two or three key initiatives-not ten or twelve that basically encompass all their responsibilities. The two or three key initiatives should be breakout opportunities that have the potential to really move the meter. This is a very important process for every area as it challenges the participants to become “best of class” and see dramatic as opposed to incremental improvements. However, if the key initiatives of one area are not communicated and reconciled with other affected areas there is frustration and failure. No company operates effectively in a vacuum neither do its individual parts. Leaders must step up and be sure that the key initiatives of the various areas of the company mesh and support one another. They must be in sync if the company is to have any chance of growth let alone survival.

I have worked in companies where each area was totally focused on particular goals and working hard to achieve but success remained elusive. Invariably, success depends not just on one department’s efforts but also on the response and capabilities of the other disciplines within the company. Cross-functional support is critical. This can only happen when each area is made aware of the priorities of the others.

Keeping all areas in sync is one of a leader’s primary responsibilities. It does no good for a company to create scenarios where the various departments are pushing and pulling against one another. Especially when the solution is so easily resolved through communication and education.

Keeping your company in sync dramatically improves the prospects for success.