Organizations profile prospective employees and leaders for a number of vital characteristics – business acumen, management capability, interpersonal skills, etc. Rarely, if ever though, do they look for the organizational equivalent of a “spark”. They usually don’t look for that natural born catalyst. Someone who can initiate great amounts of growth through people. Someone who can see through the bureaucracy and decide what must be done, right now.
Organizations need catalysts now, more than ever. With many employees paralyzed by the rapidly changing economic conditions, organizations must tap into a catalyst’s natural abilities to kick-start action and lead change.
In tough times, catalysts are what you need. Just as importantly, though, you are also wise to seek out and listen to your catalysts in the good times.
Catalysts are wired differently. They understand what it takes to achieve an organization’s growth target, and how to get around roadblocks that might get in the way. They innately know how to speed up the processes that are necessary within an organization.
The organization’s leaders may know what needs to change, and what they must do to reach their target, however, it takes a catalyst to cut through the analysis and bureaucracy to get the process started – now.
Trapped. You can’t do it. There are too many constraints. Bureaucracy, corporate policies, you name it. There is no way you can reach your new, higher targets with this impossible number of constraints.
This attitude may be all in your head!
In many cases, organizations teach – or better yet brainwash – managers into believing they are not able to take control and make the changes necessary to achieve long-term substantial growth. In the organization’s eyes, the key is to minimize risk and maximize control. In other words, maintain the status quo.
As a catalyst, you need to see through this trap. If you spend the time and energy (sweat equity), and if you can build a sound business case to achieve the company’s goals, you will get the permission you need. As a catalyst, you can change the company.
Keys to Becoming the Catalyst in your Organization
The good news is that catalysts can be profiled. Here are some of the traits they exhibit:
Dominance – As a catalyst you are likely frustrated with the here and now, and are always looking for the next big thing. Catalysts are also very task focused. If the growth target is “meaty” enough, a catalyst will get to work on it immediately.
Influence – Catalysts know that they can’t do this alone. You must influence others in the organization to get on board with you, and pursue this new approach together.
Steadfastness – Choose uncharted waters for your change plans, learn as you go and don’t let rules and regulations get in the way.
Conscientiousness – Do not be shackled by your organization’s past, understand its importance, but don’t be constrained by it.
A look into PWC’s 23rd Annual Global CEO Survey, titled Navigating the Rising Tide of Uncertainty.