By Fernando Fernández

Recently, I became part of a company that, even though I’ve known for years, I had never been invited to be a part of it.
The first thing I asked myself was: what do I want for this company as his general director? And once I had the answer, the following approach was quite simple: what do I have to do to make it happen?
Out of this two questions, a series of fundamental decisions surged: what was the first step? What did I expect as a result of this step? And, who were the right people to make it happen? Of course, I had an idea of what the second step was going to be. In fact, something important to make a plan is to have a clear objective, and at the same time, a significant learning I’ve gotten from Visión Sistémica is that you don’t know what or how the next steps are going to be exactly until you need to give that step. The plan is necessary and being open to modifying it according to the environment’s unexpected transformations is necessary too.
The choices we make in every company and business must be aligned with a strategy that is flexible and answers to the environment and its changes. Then my priorities and ideas as a general director must consider the internal and external information; so that the ship doesn’t lose its course, and at the same time, doesn’t ignore the great storms nor the calm waters, because what turns out to be “fundamental” in a scenario, it’s not necessarily the same in the other.
It seems to me that that’s a director’s great challenge. Knowing what’s truly important in the present and letting that get us closer to the planned future, to the goals we have established.
In Visión Sistémica we work in order to accompany our clients giving them tools that could allow them to feel confident facing the future’s uncertainty and that also helps them discern about what’s “fundamental” to keep the ship afloat.
What strategy do you use in your professional life to distinguish what’s fundamental? How do you make your actions take you to reaching your goals?
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