If you intend to change your focus, you need to understand the hidden dynamic. You must appreciate the stress you are about to create in your organization and in your workforce. Considerations must be given to the uncounted costs of the change process. You will be consuming valuable resources and your intellectual capital at an astounding rate. That’s just keeping you even with the standard of performance. It doesn’t move you ahead. You should not shy away from changing your focus. If it needs to be adjusted, clarified, or changed, then you must do so. It is strongly suggested that you must carefully consider the implications of change and be prepared to offset the downside. In the end you have to answer the question, “Was it worth the effort?”
What do you do to prevent yourself from getting caught in the wrong dimension? You decide what is to be your primary focus and then how you plan to account for your secondary drivers. You pick one and communicate the necessary expectations of how to behave to all your employees. You may even have to teach them new behaviors in dealing with their daily activities and dealing with the customers. And you have to accept that it will be difficult for them to go from one driver to another or to consolidate from a number of drivers into a single focus. Don’t fight this issue. One single focus is the ticket to getting functional, operational alignment. Deciding the principal focus for your business quickly brings various managerial elements into a cooperative attack on your goals. Sometimes managers just can’t give up the idea of being all things to all people.