
2025 begins, and along with it a host of new opportunities for growth, as well as a host of new challenges to overcome. As a consulting firm, the genesis for most of our client engagement at Red Rock is identifying and helping solve organizational challenges. Rarely, if ever, are we contacted by a client saying, “things are going great, we’d like your input on how we can make things even better.”
At Red Rock, part of our process is not only to confront what is not working well, but constantly attempting to uncover what is. The organizations we partner with are unquestionably doing far more right than wrong, but this success tends to be overshadowed by focusing on urgency of solving problems. While there is no doubt problem solving is a key component of competent organizations, we suggest that replicating and expanding on success is equally, if not more important. Breeding continued success depends on engraining a mentality throughout the organization which focuses on continuous improvement of both process and results. In our experience, most organizations tend to focus more on one to the detriment of the other. Extraordinary enterprises focus on both with a simple (but not easy) formula:
Establishing communication protocols anchored in success: this does not mean simply understanding and sharing what is contributing to current wins, but building out a coherent way of communicating how to replicate it, scale it, and spread it to all areas of the organization. It is the core component of all key internal dialogues: strategy sessions, QBRs, employee reviews, and team meetings. This is not to say problems are ignored, but they are of secondary concern to focusing on how we can do what we are doing well even better.
Success is not static: if there is one axiom all of us in financial services can agree on it is “past performance does not guarantee future results.” Everchanging client needs, investment solutions, technologies, etc. leads to an everchanging definition of success. The best organizations with which we partner are constantly questioning their future state and striving to arrive before competition catches up. They achieve this by understanding their market better than anyone else, executing on what matters presently and evolving their execution framework iteratively to prepare for the future.
When, not if mentality: in our opinion this is the top contributor to success in exemplary enterprises. Working recently with one of our clients, I was blown away by how seriously they took this mentality. Even going as far as to correct people who said “if this works”, not “when this works.” We all appreciate plans do not come to fruition 100% of the time, but the larger point is not to abandon a good idea if you do not see immediate results. Success takes time. Who knows how many successful initiatives in your organization have not fulfilled their potential solely because they were given enough time to succeed?
Celebrating success: The number one complaint expressed by dissatisfied employees is they do not feel their work is appreciated. Every major initiative being undertaken by your enterprise must have a thoughtful reward and recognition component attached to it. This does not necessarily need to be a monetary reward (but for the love of all that is good, do not make it a pizza party). Think back to the most successful endeavors you have been a part of and you will recall that not only was everyone working extremely hard, but also being extremely supportive, collaborative, collegial, congratulatory, and having a hell of a fun time.
We have now officially entered the second quarter of the 21st century. It is my sincerest hope that you continue to grow, evolve, and succeed in all facets of your personal and professional lives. One of the earliest professional lessons I learned almost a quarter of a century ago and still keep with me today is, “control what you can control.” The above components of success are completely within your control. Your friends at Red Rock wish you a wonderful 2025 filled with all the success you deserve.