It’s January 2004 and I’m sitting in my Toronto office at the Rogers Communications Regional Headquarters. My head is in my hands and I’m staring down at my desk. My office door is closed. With a big sigh, I try to move on from the cost-cutting inquisition I’ve just left. It’s a new year, with new possibilities; shouldn’t I be infused with energy and excitement?
But somehow our workplace New Year’s resolution is mostly about how to improve the numbers, which even for a general manager with an accounting background like me, can be pretty boring. It’s the same as my personal resolution to lose 15 pounds – again.
Generally, resolutions are about breaking bad habits:
This year I will spend less by finding more efficient ways to get the work done
This year I will improve our customer satisfaction numbers by having the technicians show up at the customer’s home on time more often
This year I’ll eat less of the fried cafeteria food and bring my own salads to work.
But according to the University of Scranton only 8% of people are successful in achieving their resolutions.
What leadership resolutions are you making this year? Are you doomed for failure? How can you change things up and make a difference this time around?