When you look at the U.S. Automakers, government entitlement programs, especially Medicare and Social Security, nonprofit association and charity programming, fees, and fundraising shifts, clearly their respective leaders have been making decisions that kick the can down the road.
Now the can is lodged in a tight spot with today’s leader having to figure out whether to get it out or just walk away and find another game to play.
There is one other option – get it out and start kicking it the other way.
Consider automaker company and union leaders who made promises of forever employment, forever production increases, forever healthcare, forever pensions.
Consider politicians and presidents who crafted Medicare and Social Security programs when average age expectancies were far less than today’s medical technology has achieved and when there were far more workers paying in than those taking out.
Consider nonprofits that could rely on the professional obligations to pay the dues, attend the conferences, and step-up to voluntary rolls because it was the right thing to do.
Consider charitable religious, community, and special cause grassroots groups who cajoled people by guilt or pitiful pleas to support their causes.
Well today – whether due to scandalous activities and outrage or soaring taxes or simply poor outcomes – America is demanding more accountability, transparency, and disclosure. And while leaders in all sectors are becoming more conscious of responding to these tenets, there is still one huge elephant in the room that must be taken on.
Leaders would find it in their, and their organizations’ best interest, to prove their value and relevance. Answering the following questions does that best:- How can I prove to stakeholders I am either solving or at least mitigating the problems we were established to deal with?
- Can I demonstrate positive outcomes beyond numbers and spreadsheets – people want to see real impacts on real people?
- Can I articulate a new strategy to achieve the mission, accomplish the objectives,
and otherwise deliver on pretty laptop presentations, brochures, and sales pitches?
- Can I honestly defend my firm’s reason to exist?
While some of these questions may seem rhetorical, others harsh, they’re the reality every one of our customers, supporters, vendors, and lenders are asking whenever they think of doing business with us. So every leader better ask and have true answers.
Today’s consequences from many of yesterday’s decisions change everything.
The games many have played… well - game over.
Those who want to find their organizations sustainable with the fiscal, talent, and innovation capacities to take on the future must stop playing games and get down to work. Personally, professionally, politically, we need to return to the foundations of ethical decision-making and conduct that screams accountability, transparency, and disclosure. Here’s trusting we are all up to the task.
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