{"id":1016,"date":"2016-02-25T23:27:46","date_gmt":"2016-02-25T23:27:46","guid":{"rendered":"http:\/\/www.relansa.co.jp\/?p=1016"},"modified":"2016-02-25T23:27:46","modified_gmt":"2016-02-25T23:27:46","slug":"dont-push-back-push-forward","status":"publish","type":"post","link":"https:\/\/stevenbleistein.net\/ja\/2016\/02\/dont-push-back-push-forward\/","title":{"rendered":"[:en]Don’t Push Back, Push Forward[:ja]\u62d2\u5426\u306e\u4ee3\u308f\u308a\u306b\u63a8\u3057\u9032\u3081\u308b\u65b9\u5411\u3067[:]"},"content":{"rendered":"

[:en]<\/p>\n

\"\"A CEO client of mine asked for advice on pressure he was receiving from the head office for a dramatic increase in sales targets for the coming year. He has successfully grown business consistently every year at a faster rate than any other country’s operation within the group. His managers now want more — a typical situation for many of my clients.<\/span><\/p>\n

“The targets are really ambitious, and I am concerned about being able to achieve them. I don’t want my team to be discouraged and I don’t want to fail. Should I push back?” he asked.<\/span><\/p>\n

“No, push forward!” I said. “Never push back!”<\/span><\/p>\n

“What do you mean?” He asked, and I explained.<\/span><\/p>\n

Nothing is really ever impossible. There is usually always a way to achieve even extremely ambitious targets. It is a matter of method, time, money and people required, and your tolerance for risk. Pushing forward is about discussing options for achieving any goal in the context of changed methods and resources<\/a>, the risks involved, and how the risks might be mitigated. It is pointless to reject any proposed goal or target out of hand without a discussion of this kind of contact. Then, you can make a rational business decision together.<\/span><\/p>\n

So, for example, if you are asked to double the business<\/a> next year, rather than pushing back, you might respond by proposing that you have the following options:<\/span><\/p>\n