Why is it so difficult for us to demonstrate constancy of purpose?
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Why is it so difficult for us to demonstrate constancy of purpose?

Surveys show that failure to display constancy of purpose contributes most to dissatisfaction within organisations- more than any other Shingo principle.

From my experience it’s down to token strategies, boardroom mission, vision and values, leaders who cannot communicate, not knowing your market, process or people.

Within constancy of purpose we need to be strong and champion the strategy. This means creating a simple concise vision that is understood and influenced by everyone. As leaders we need to show empathy and understanding for our people, constant re-enforcement of the WHY message.

Leaders need to show they are willing to take personal risk to maintain constancy of purpose, our people, our processes and our people are the way we do things around here.

A huge contributing factor is maintaining trust within the strategy – trust is developed when leaders show integrity (we are vulnerable) benevolence (we care) and capability (we know what we are doing). An alarming statistic is that 90% of change programmes don’t make it past year 2- blame for this is often put down to a lack of engagement, but is it more down to a poorly defined change programme built around a lack of trust.

Success can be achieved, but it requires a constant reinforcement of the reasons why, via conversations with people who do the do. Walk the walk, talk the talk.

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