Running a business can often make you feel like a corporate firefighter. When you want to be focusing on the long term, there are always urgent demands on your attention. Whether it’s dealing with customer complaints, fixing operational issues, or managing unforeseen challenges, each distraction can frustrate your strategic business goals.
While these issues cannot be ignored, the most important consideration must be aimed at addressing the cause of these ‘fires’. Manufacturing Matters Magazine spoke to Ian Cotterill and Paul Taylor from Strategic Change Partners to understand this problem in greater depth.
Here is how Paul outlined the issue:
“The consequences of firefighting are numerous, but none of them are good. Of course, problems need to be solved when they arise, but you need to ask yourself why the problems are occurring in the first place and how you can address the underlying issues. A business cannot be run like a game of whack-a-mole.”
What problems does firefighting cause?
“It leads to reactive decision-making, resulting in short-term fixes that may hinder long-term effectiveness and profitability,” Ian explained. Continuing, he added that “these solutions are never optimal and often just mask a larger underlying issue.”
Paul elaborated: “on-the-fly problem-solving can lead to employees becoming burnt out as they juggle their normal responsibilities with resolving issues. This will result in reduced team morale, higher attrition – ultimately reducing your business’s productivity and profit.“
“More importantly, it distracts from your ability as a leader. If you’re constantly dragged down to the front line of your business, it leaves no room for strategic planning.”
“Ultimately, time spent on short-term firefighting is sacrificing time focused on future business growth and retaining your competitive advantage.”
Paul Taylor – Director at Strategic Change Partners
How do business leaders avoid playing ‘whack-a-mole’ with unexpected issues?
“It starts with a diagnosis of where your issues are stemming from; you need to have a helicopter view of the business to be able to recognize and address the root cause of your issues,” said Ian.
“Once you begin to address the systemic problems at their core, you end up in a virtuous circle,” continued Paul, explaining that “less time spent firefighting gives you more time to actually lead your company, taking it in a positive and successful direction.”
With more time available for strategy and long-term business goals, business leaders can focus on the things that matter to them, like growing their business. Whether you want to reduce costs, improve customer experience, streamline your processes, or enter a new market, your ability to execute goals is dependent upon putting out the fires once and for all. Ultimately, it leads to less stress, more business growth, and increased focus on your long-term business stability.
For more guidance on how to diagnose the causes of your short-term problems and address the underlying issues, please contact Paul Taylor or Ian Cotterill from Strategic Change Partners at info@strategicchangepartners.co.uk
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