OK, so by now you have your plans and goals for the year mapped out. Now it’s all about execution.
If you really want to be in the realm of better profits, you have to have performers. Those are the “count on-able” people that get the job every time you hand them the ball.
Those are also the people that appreciate you staying in front of them offering a significant challenge for the year. So don’t be reasonable. Expect to have a great year, plan for it, and manage your planning accordingly. In order to have better success than you had last year, you have to be at least a little unreasonable.
That means you’re expecting successful results beyond what’s predictable, beyond the ordinary. What you really want is extraordinary. Managing your staff from being extraordinary is the highest level of participation possible, but it will never happen from being reasonable.
Reasonableness determines for you what’s possible based on circumstantial evidence. Reasonableness says when you should buy into “it can’t be done”, and let the results (profits) fall where they may. hiTs has you working hard, not smart.
As a leader and manager of your company, it would be wise to lean into the requests and challenges you make of your staff, and make sure everyone is on board and pointed in a direction that will guarantee success. The more you exercise this muscle, the more power you generate for yourself and others.