Share of Luck and Success in Business

Business success Planning or luck?

The success of entrepreneurs and organizations depends on how lucky they are. In both organizations and entrepreneurs, success is not the result of chance. Perhaps those who cling to statistical probabilities will continue to think that luck will accompany them in the business they undertake. The truth is that the harder you work the more luck you will have.

Luck is a natural consequence of hard and constant work. In the case of organizations and entrepreneurs, that hard work depends on how well you define and execute the business strategy. I am convinced that strategic planning will increase the likelihood of success.luck success part of business

The question that must begin to solve the entrepreneurs and the leaders of the Colombian companies is if they count on a strategy of faces towards the achievement of objectives. Those who are clear about the strategy, must start by disclosing it and consequently, execute it.

It seems simple disclosure, but in reality it is a challenge. Often the ego of the leaders plays them one last morning, assuming that everyone in the organization remain for the same side and that all the collaborators are his followers. To know if the strategy is properly disclosed, it would be enough to ask any collaborator if they know the strategy and if so, if they can explain it. From the quality of the response, it will be possible to diagnose whether the companies have actually disclosed the strategy or not.

The next step is execution. This is where teamwork must prevail over individualities. For this, the key leaders who will assist in the execution must be identified. However, it is not enough just to have the best and brightest leaders within organizations.
Many business leaders have chosen to hire professionals with outstanding skills, even well above the market or the competition. Others, in contrast, opt for their intuition and instead of hiring highly skilled leaders, train professionals internally and help them develop the skills needed to implement the strategy. In other words, they are more interested in attitude than aptitude. The best case is when you achieve the perfect balance between these two qualities.

What really matters is that the leader (entrepreneur or president) knows how to surround himself with good collaborators. For this the leader must know how to identify who of his collaborators follow the strategy and who torpedo it. The latter are called collaborators or even toxic leaders. Usually these are those who criticize instead of contributing or contrasting with arguments any decision of the leader or leaders.

The recommendation for entrepreneurs and leaders is to define the strategy and execute it. Following this they should know how to choose and monitor their people. The identification of toxic is the challenge of the leaders, because you must have the courage to face them and persuade them to put them on board. Of course, those who really are committed to the organization should be empowered. For toxic, the recommendation is that they contrast ideas and prepare well to argue, otherwise they will be rebels without cause and consequently little or no luck will have.