An positive Business development is not easy. Because Executives do not know where and Employees not why, failure stands at the Agenda. Possible reason for this: Six SAU traps. But without Implementation no Success!
- The SAU process
- The SAU traps
- SAU trap No. 1: the missing positioning
- SAU trap No. 2: the perspective
- SAU trap No. 3: the staff
- SAU trap No. 4: the plan
- SAU trap No. 5: the process
- SAU trap No. 6: the potential
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The SAU process
There he orders Executive something modern like »agile Transformation«, and everyone looks away, excited, waiting – whether the specter will pass again, like so many before it.
Most employees use change, "And tomorrow another sow is driven through the village," to change - or rather not. And the executives are surprised that the implementation does not succeed, that they fail. The SAU process describes this in Companys everyday »Scheitern An UIMPLEMENTATION ".
The SAU traps
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What is well-known as causality is confirmed in terms of implementation. If companies fail to escape the SAU traps, economic success is in jeopardy.
Tapping individual executives in the indicated SAU trapsThis has harmful effects on both their own lives and those of their employees. If the important question remains, what causes does it have or what are the reasons that we fall into the so-called SAU traps during implementation?
SAU trap No. 1: the missing positioning
This is about the realistic evaluation and awareness of the starting position of the Organization in the relevant market. Frequently, there is no concern with the question: "Where are we today and why?" Other factors that prevent dealing with the positioning is the overload of both the managers and the employees due to the hectic day-to-day business.
On the executive side, the strong ego plays just as much a role as they do Anxiety against loss of power and knowledge. Employees suffer from a lack of involvement and Esteem in the clarification process. All of this leads to a lack of passion on both sides to dynamically adapt the position to the new environmental conditions by tackling changes together and consistently following the implementation.
SAU trap No. 2: the perspective
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This is about one klare Vision. Accurate future ideas for business growth, Projects and lack of progress. Above all, the important clarification question »Where do we want to go« is not sufficiently discussed. Usually he will Sinn undefined or not discussed by changes, neither communicated nor lived. In addition, there is no agreement on the understanding, thinking and commitment of managers and employees.
This does not result in a defined, coordinated and exemplified corporate culture. People expect, however, clear development prospects at every stage of their affiliation with the company. Missing the Perspektive, purpose and meaning fall by the wayside - although both are central points for successful implementation. Anyone who knows where and why, recognizes the benefits of their own actions and achieves them Set so easier and faster.
SAU trap No. 3: the staff
This is about staying in the comfort zone and the lack of it Motivation for implementation and behavior change. The reason? Fewer and fewer employees are emotionally attached to the company - not much has remained of the loyalty that was taken for granted in the past. Also due to the fact that employees are no longer valued to the extent they would like to be.
Money plays a much smaller role in this today, even if the livelihood has to be right, of course - but the demands on personal life are increasing Work-Life-Balance. The lack of analysis and further development of individual employee skills and Competencies also contribute to the problem.
SAU trap No. 4: the plan
This is about the missing one Orientation, the tangible procedure, the concrete strategy. Too many or non-measurable goals, no prioritization and a lack of clarification of the task lead to uncertainty, so that the implementation does not even get going.
Stephen R. Covey also confirms this in his book Implementation: Essentials for Business Management: "Employees Do not Know the Goal and Employees Do not Know What They Need to Do to Achieve the Goal."
SAU trap No. 5: the process
This is about the lack of transparency or lack of accountability and the required competences. How exactly is the process defined and what steps - the what - are to be done concretely?
This also includes the exact determination of quality and productivity, i.e. how the task is to be carried out. It is important to be open and honest Communication in both directions, whereby weaknesses in decision-making lead to significant delays in the process, especially at management and leadership level.
SAU trap No. 6: the potential
The point here is that future potential is not recognized due to weak analyses creativity is missing and so no innovation process can get going. A lack of self-criticism and a bad error culture in the company also lead to fundamental and far-reaching stagnation. Overall, the aim is to achieve positive corporate development.
That this is not so easy and that just does not happen often shows us all these SAU traps. The dangers of failure are great! If not every area is sufficiently perceived, analyzed and, if necessary, optimized, failure is inevitable. It is therefore all the more important that we subject the individual traps to a check-up, possibly strengthening individual topics.
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Elmar Lesch is a business coach, management and sales trainer. Graduate engineer, graduate industrial engineer (FH), is an internationally certified management consultant BDU / CMC as well as a successful management and sales trainer, business coach, project manager and lecturer for project management. Owner of the management consultancy for sales & marketing LESCH CONSULT and partner of the UMSATZMEISTER method institute for potential development. 
Ralf Koschinski is a business graduate, coach and medium-sized business consultant. He is a certified management & business coach and medium-sized company consultant. Owner of VERTRIEBSMEISTER®, institute for corporate development, and partner of the UMSATZMEISTER method institute for potential development. The technical business economist (IHK) and business graduate (FH) developed the ratiomotion® method. As a multi-certified trainer (including NLP practitioner, INSIGHTS MDI® DISG consultant), the holder of the quality certificate of the Q-Pool 100 business trainer supports companies with technical and design-oriented products in realizing their sales goals. He recently linked his know-how in sales and as a trained professional musician (trumpet, guitar, vocals) in his book “Musik ist im Vertrieb”. 
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