Success and Consistency
Consistency is the ninth C in the twelve part series of the C’s of Success.
Consistency can be considered the catalyst for getting things done at both the individual and organizational levels of performance. Many people have the misconception that flash is more effective, yet, those who are consistent in their work seem to always get things done – completely and on time. There is merit to the ones who appear to plug away working on projects until it is completed.
What is Consistency?
Consistency is based in repeatable acts of performance that are reliable in nature. The ability to get things done on a regular basis without delays or major mistakes. It is the mark of consistency that develops a strong reputation of performance reliable and competency. Sometimes referred to as the slow and steady that get things done on a regular basis without the flash or dash that comes with crisis management.
It appears that the consistent ones have contingency plans ready to offset the crisis before needing the flash and dash of fix-it experts. Reliability becomes the main theme of the consistent individual or organization.
What is Individual Consistency?
Individuals who possess the consistency trait are usually the steady performer that just gets the job done without making any type of drama. These people usually want a plan because they prefer to work the plan through to completion. Key words to describe these individuals are slow and steady – with steady being the key factor in their success levels.
Consistency is closely linked to discipline. The individual uses discipline to stay the course until projects are totally completed. These individuals tend to stay focused until the objective is realized. The key for higher levels of performance is to create higher result plans for execution. Then, their discipline and determination to complete the objective will drive the performance to higher levels.
What is Organizational Consistency?
Some may wonder how consistency fits into the organizational world. On the surface it appears that consistency could lead to the status quo or just routine tasks being handled everyday with standard levels of performance. Yet, how do you get outstanding performance out of consistency?
There are two primary ways consistency adds to organizational performance and higher levels of performance.
First, the leadership role, when you have leaders who are interested in developing a certain level of consistency of performance – well amazing things happen. Jim Collins who wrote the book “Good to Great” researched hundreds of organizations looking for the critical traits of the leaders in “consistent high performing companies.”
His research uncovered a leadership trait that stunned the business world. The leadership of the Great companies were being lead by individuals who were low key and steady performers. They insisted upon high levels of “consistent” performance – without the peaks and valleys of most organizations. These leaders were not the high ego, charismatic types, their strengths were the assembly of other outstanding managers and leaders who created systems and processes basically guaranteeing high levels of success.
The Second Area is the establishment of processes for consistent performance. The ability to set up systems and processes will take the drama out of the organization regarding performance and results. If the processes are followed correctly, then results are forthcoming.
One of the most frustrating organizational experiences is due to a total lack of process and systems within the organization. These organizations are usually lead by “gunslinger” type leaders who change the objectives every week, get on their people’s case about the lack of performance, and have no understanding about the importance of consistency of systems and process. Unfortunately, these traits are very common in entrepreneurial organizations.
Processes that are set yet contain some flexibility for growth or changing product mixes are important to the operational excellence of an organization. The people who make and deliver the products or services to the customer enjoy consistency of execution. They are capable of getting things done and create a reliable reputation for the organization with their customers. This is the thing that drives higher levels of success because the buyers feel a sense of security working with the consistent and reliable organization.
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Voss Graham is an Organizational Architect with 30+ years of experience designing sustainable business growth for organizations of all sizes.
Creating the Strategic Focus with the Executive Leadership Teams, he uses Systems & Process to ensure the Drivers for Business Growth are Executed at the Highest Levels. Voss is available as a Speaker for your conferences or company meetings – contact him at 901-757-4434 or use the LinkedIn or Facebook direct messages.