Yorubas (or Yoruba-speaking) tribal group is based predominantly in South-west Nigeria but with huge concentration in Benin Republic, Togo, Sierra Leone, Brazil and Cuba. They are known for using idiomatic expressions with deep and artistic styles as visual metaphors.
This unique language paints mental pictures with words. The idiom and its expressions are harmonious combinations of essential points, building blocks, patterns, components of causes of actions and folkloric narratives or stories that compare favourably with algorithmic confirmation of inclinations in social media networks.
The broom, ordinarily, a domestic utensil with fibres firmly bound together, as an idiom, depicts enduring strength, inclusion, unity, collaboration and aligned emblematic audacity, all put together.
In this column, readers and I will brainstorm with this idiomatic strategy, “the broom”, to answer a fundamental question on performance, productivity and growth. The question is: How does an organisation truly achieve authentic and resilient strategic positioning? Even with similar activities, how will the organisation still succeed with differentiation strategy? The answer is, non-stop enhancement, innovation and adaptation.
Let us examine “disabilities” that underlying but invisible connecting thread. Do you know that the organisation will not fully take its pride of place and achieve optimal performance even with the following efficiently in place: people, technologies, service, product designs, CS and CX for customers and supply relationships?
In other words, “disabilities” will still hamstring those explicitly defined and well-thought-out routines and strategies.
The processes that create the capacity and capability for executing tasks will still throw up and be bogged down by these disabilities. What we need is the broom strategy as explained earlier.
Let us look at this example. Ford Motors lost over $17 billion dollars in a particular period because employees competed for promotion to the next level instead of focusing on strategic positioning and “competing” with other automobile companies. Disabilities stood in the way of success because the law of prioritisation as regards psychological safety was not fully adhered to.
Organisations must underscore the critical significance of “the broom strategy” which in this context can be described as unity and collective efforts. These are the golden treads that connect all and effectively optimize employees’ performance. The strength of the thriving workplace lies in the ability of leaders and employees to come together and conscientiously work towards shared goals. We must strengthen relationships in the workplace and regulate emotions. The divide and conquer syndrome will always divide the organization, weaken bonds and enable selfish alliances.
Some leaders use the divide and conquer strategy to gain and maintain power and “forced” authority. They cause divisions and distrust internally. When employees take sides they create a fractured workplace. There must be unity and cohesion so that we have united responses to opportunities and challenges. When employees coexist faithfully and adhere to the expectations of the broom strategy, the organisation moves forward.
Toxic leaders encourage “splitting”. This is a narcissistic personality disorder. They sew divisions and encourage high conflict disorder. They therefore, hear what they want to hear and target “uncooperative” employees for blame. They “disable” employees who are not their favorites. They encourage biases. They hunt colleagues and stand in the way of diverse and inclusive culture.
Leaders and managers must lead inclusively. The leader must open himself to new ways of doing things and achieve existential flexibility through innovation. He must strive always to mentor those who seem different from him. He must give assignments and assign responsibilities to those who are not his go-to people. He should not overlook some contributions and also encourage introverted employees to ask questions and provide inputs. His demeanor should always be professional and friendly not biased and aggressive. Colleagues should always be treated with dignity.
An all-round value-delivering careers are more fulfilling than the “staircase models” of just enhanced salary and hierarchy. Creativity should be encouraged not development along stereotypical career paths.
Leaders are advised to effectively use the mind tools or engagement techniques. These include reassuring relationships, delivering clear messages that are concise, concrete, correct, coherent, complete and courteous. Align employees and their teams. Inspire purposeful actions, foster trust, build confidence and encourage clarity in decision-making. Always build confidence.
Leaders must humble themselves always because it is indeed, a privilege to be the boss. You must pursue your own goals, the goals of your team and the goals of the organisation relentlessly and tenacity. Be empathetic to the feelings of colleagues so that you can lead them better. Do not micro-manage. Delegate, coach and encourage.
Let me conclude with few words on psychological safety. The leader must not cause mental distress in the workplace. Colleagues need help. They might be wrong occasionally.
Leaders must treat colleagues as trust accelerators. The workplace must run with clear objectives that were jointly built, believed-in and agreed-on. It must be an exciting place to work in. Employees must communicate without hindrance and ask questions, share concerns, ideas and mistakes. The framework of the workplace should be structured for continuous learning. Colleagues must be encouraged to speak out and be acknowledged.
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