P E R FORMAN C E REVI E W / /
Insperity
Best Practice
What’s Next, Starts Now—Accelerating Your Momentum company, their jobs and those who lead them. Absent this confidence, momentum is thwarted.
MICHAEL LIPE
Managing Director, Brand & Marketing Strategy, Insperity
L
ooking back at the past two years, 2020 became the recovery year, filled with new assumptions, operational adjustments and spinning up from the unimaginable. Headwinds still prevailed, but businesses had decoded the pandemic effects and made plans to move forward again. 2021 was a year of establishing a cadence within new business realities. Companies fortified supply chains, retooled processes, found new workers and retained key ones against a national trend of resignation and renegotiation. 2022 is all about accelerating the momentum that began to build with new strategies. Here are four interconnected momentum-building considerations: SCENARIO PLANNING: The unforeseeable is the enemy of effective planning. If the pandemic taught us anything it was that a single-threaded strategic plan is insufficient in times of uncertainty and change. Being caught unprepared again for an unseen event will crush business momentum. It is well worth the effort to develop plans for several less likely, yet possible scenarios and to set aside some budget to enable them if needed. MOMENTUM LEADERSHIP: Fundamental to establishing momentum is the reestablishment of trust in the organization and the employment relationship. Exhibiting faith in the future of the enterprise, leaders must rally employees around a convincing strategic vision. They must be able to articulate the end from the beginning and illuminate a clear path to success for the firm and its employees. Open, transparent communication of milestones achieved will aid employees who are trying to regain confidence in their
54
middlemarketgrowth.org
CULTURE OF PERFORMANCE: Culture is the sum of individual employee attitudes, outlooks, manners, beliefs and civility balanced on trust in the company. A culture that thrives upon productivity, positivity and performance is the dream of every leader. Positive culture is a compounding force within the firm that drives participation and commitment. It requires a highly engaging shared vision and an ennobling meaning behind the work. A culture of performance is driven by a strong and positive vision of the company toward worthy and rewarding goals. CHANGING TALENT LANDSCAPE: The employment relationship today is much different than two years ago, as the power has shifted from employer to the employee. The pandemic resulted in a more demanding employee base desiring personalized work arrangements, most of which do not align with pre-pandemic notions and geographic requirements. The scarcity of skilled and willing prospects has driven up their price both in salary and benefits expectations. Beyond pay levels that border on uneconomic for some companies, many are seeking child and elder care benefits, shorter work weeks and flexible schedules to meet family needs and lifestyle preferences. Success in today’s employment market requires forethought, creativity and flexibility. These interrelated areas—strong scenario planning, skilled leadership, a united and motivated performance culture and an updated approach to hiring and retaining employees—will fan the flames of momentum when managed well. They are within the skill range of successful leaders but will require a keen focus and persistence. // MICHAEL LIPE joined Insperity in 2012 and serves as the managing director, brand and marketing strategy. He provides leadership and strategic planning for the organization and is charged with building Insperity’s brand and messaging strategies, creating sales enablement tools and resources, and fostering increased engagement with customers and partners.
Content Provided by ACG Partners and Featured Firms
