Constructive Non-Complacency: Making a Technical Organizaiton Succeed

Although it may not make you especially popular with some, if you want your organization to succeed and "make things happen" then I believe that practicing and executing Constructive Non-Complacency is an approach worth considering.

Of course you are asking what exactly does this mean. Did Wes find this in one of the hundreds of leadership books that he reads voraciously? Is this something he learned from a Qwest CEO whispering into his ear? Or, has Wes simply taken leave of his senses? The answer is no. It is based on what I have personally experienced in the last decade and trying to figure out what went right.

There are two essential components to this concept. First and foremost is the word “constructive”. Everything that a leader does, and the organization the leader is responsible for, must be done in a constructive manner. This includes professional behavior to peers, vendor partners, and of course to customers. Constructive means that the leader’s organization needs to build solutions, build connections between people, help each other through tough personal and business issues, and look for help when needed. Nothing is so important that it cannot in a professional manner in pursuit of excellence and business success. When leadership and staff are perceived as constructive, people begin to listen and engage in suggested solutions to problems.

The second part of the theme is non-complacency. And, you are right that it means that leaders and their organization cannot be satisfied with merely the status quo. It means that leaders and their staff search for answers even when problems look too hard. It means that no matter how good a month, quarter, or year the business is having, the team is always looking for more growth. It means that when internal or external roadblocks are hit, the organization pursues with vigor (of course at all time obeying the “constructive” part of the theme) to get the answers and commitments that are needed for success. It means that a leader’s phone (office, mobile, and home), email, and messaging, are always ready to receive issues and take the necessary actions and perform the necessary escalations needed to get the job done – and the entire organization knows to do this as well. It means that every member of the team needs to understand the urgency and feel that these issues are screaming in their gut for solutions and each person knows that issues cannot be left to fester without resolution. Finally, it means that at every level, from leadership to staff, are all responsible for continually searching for better ways to do their jobs.

An organization that has bought into Constructive Non-Complacency will ask questions about why something cannot get done and more rapidly weed out the real reason that someone says no to an idea or approach that is critical for customer success. With an organization that drives for answers in a constructive manner, then issues and roadblocks will crumble and customers will understand that you and your organization care about customer success – and reward you with more business.