The culture and organizational character of a business is the glue that binds its members through time and change. To build a sustainable company, the business owner needs to identify this factor.
In an article titled “Building Your Company Vision”'s Vision) in the Harvard Business Review published in April 2007, two authors James C. Collins and Jerry I. Porras argued that building a corporate culture should be carried out on three elements: core ideology, long-term orientation and short-term goals. Accordingly, the core ideology will include values (three to five principles that the company believes can withstand the test of time) and core goals (besides financial issues and profits, what else does the company care about?).
Long-term orientation and short-term goals
The company needs to define its image and specific strategy for the next 10 years, and know how to attract employees to develop this orientation. In addition, the company also needs to have short-term goals, provide necessary steps to achieve long-term goals, educate employees about the direction and motivation to strive to achieve the goals... It should be noted that long-term orientations and short-term goals can be changed to adapt to the market and competition, but the core ideology of the company must exist and stand the test of time.
Core ideology of the company
To popularize the core ideology of the Company, the business owner needs to recognize the connection between leadership and management as two distinct but complementary systems, and it is the combination of these two systems that will be the foundation for building discipline and processes in a Company. According to the above perspective, the leader (the business owner) will be responsible for creating motivation and direction, especially in the development stage of the Company, while the management level is responsible for organizing, directing and making decisions. It should be noted that in the start-up stage, the leader can also be the manager.
In the leadership role, business owners need to recognize the direct relationship between emotional intelligence and work performance. In an article titled “What Makes a Leader” in the same magazine, author Daniel Goleman argues that the impact of “emotional intelligence” on “work performance” is as follows (the : indicates the impact that comes next):
Self-awareness: recognizing and understanding states
Self-control: controlling and redirecting spontaneous emotions and moods, the tendency to delay judgment so that one has time to think before acting.
Motivated: passionate about finding reasons beyond money and position, positive tendency to pursue goals.
Empathy: understanding the emotional nature of others, the ability to find common interests and create passion.
However, to be an effective leader, the business owner needs to understand what level of leader he is and what level of leader he wants to achieve for the company to grow and develop. A good leader is someone who knows how to create sustainable good results through the combination of personal humility and professional will.
Personal humility is avoiding excessive public admiration and never being conceited, setting ambitions for the Company rather than oneself, aiming to achieve better results in the next generation, taking responsibility for poor performance, not blaming others, objective factors or bad luck.
Meanwhile, career will is understood as creating a good career path, expressing the will to do whatever work needs to be completed to achieve the best long-term results, setting standards to build a complete sustainable Company, not accepting lower achievements, for the success of the Company, knowing how to give achievements to others.
Saigon Economic Times
