The Missed Turn

consistent excellenceYou’ve seen it. More than once, maybe everyday.   Today, I observed it twice. The car sitting on the shoulder between the lanes of traffic and the off ramp with a flustered driver behind the wheel trying to figure out how they are going to merge into traffic at freeway speed from a dead stop. Rather than taking the next exit and circling back, the driver made the decision to create two hazards – one by slowing down quickly to get to the shoulder, and the second to re-enter traffic suddenly, many times without a turn signal. In both cases, it requires others to be observant and adjust quickly to avoid an accident.

Being clear about your purpose and objectives in business indicates to your investors, customers and people what you are about and how you will behave. They know you will innovate and create value. They may not know the exact details, but they know they will be delighted. There is no erratic behavior. There are no missed turns that create hazards for others. There is consistent excellence. How are you creating consistent excellence in your business?

Can two opposing perspectives both be true at the same time?

different perspectiveI was recently speaking with a neighbor about a local grocery store. It is a fantastic store, has a massive produce section, high quality foods, etc. She agreed with my perspective of the store. Her next comment though, differed from mine. She said it is really expensive. That wasn’t my experience. It wasn’t just a factor of family size. It was the foods we buy. For some items like fruits and vegetables, the quality and pricing is the best around. But in other areas, the pricing is higher than at other stores. There are a number of reasons for that like quality, but just on its face, the pricing is higher. It was apparent that how we experience and use the store is very different. Both perspectives were true based on how we shop.

In the business world, it is easy to dismiss perspectives as true or not without understanding what is driving the perspectives. Whether it is employees, customers or suppliers, each will have a different perspective based on the environment, how products or services are used, and daily interactions. The trick is to understand what is driving the perspectives and if that aligns with that is the experience you want people to have. How are you getting feedback on varying perspectives and making course corrections if needed?

How well do you see around corners?

see around cornersDuring the recent snow storm, huge amounts of snow sat on trees for a week weighing down the limbs. At one corner, the limbs were so heavy, they drooped across a fence and sidewalk blocking the view. That would not normally be a major issue, except the road curved just before the fence making it impossible to see if cars were coming if you were trying to turn at this particular intersection. A slow creep into the street would either reveal a clear road or a car racing toward you. At that point, your choice was either to wait or punch the gas. There are no mirrors like you see in buildings or parking structures to let you know what is coming. Rather, it is up to your skill, timing and luck.

In uncertain times, the ability to see around corners will let you outpace your competition or be left behind. Developing the signals to let you know what is coming, such as the mirrors in a parking garage, will give you insight into when to take action and when not to. Additionally, developing the skills to react quickly when it is time to move will allow you to outpace your competition. How are you developing the tools and skills to see around corners and move quickly?

Do your people understand how customers use your product?

do you know how your customer uses your productYes, I’m a bit old fashioned in one area – reading the newspaper in hard copy. There is something satisfying about sitting down and feeling the paper and smelling the print that you can’t get online. Recently, the delivery person changed. All of a sudden, the paper started coming rolled tightly. Presumably the approach made it easier to toss the paper. I’m all for driving efficiencies, as long as they don’t create a new problem. In this case it did. The paper was so tightly rolled, that it would curl back on itself when attempting to read it. My guess is the delivery person had never tried to read a paper after it had been rolled like that. The focus was on delivering the papers as quickly as possible.

Changes in business happen all the time. Sometimes the impact of the change is fully thought through, other times it is not or there are unintended consequences. A critical element in making change is ensuring that the product or service still meets the needs of the customer. A first step to doing that is ensuring your people understand the needs of the customer and how the product or service is used. How are you making sure that your customers needs don’t get lost in the shuffle?

How do you get a balanced perspective?

how are you getting a balanced perspectiveA few weeks ago, I was comparing notes with a colleague about getting a realistic perspective on business. His approach was very consistent with mine – you must talk with several people with differing viewpoints to get a balanced perspective on the business.

Depending upon the person you speak with, you will get a different perspective based on where the person is in the organization, whether they are focused internally or externally and their function. The VP of Sales may be incredibly optimistic and present a rosy outlook. The CFO may present a conservative picture, consider all of the risks, but not all of the upsides. The CEO may strive to put some stretch into the performance of the organization while balancing the risks. It is only by understanding each of these perspectives that you can gain a holistic perspective with the upsides and the risks. How are you getting a balanced perspective?

Are you letting your lack of progress get the better of you?

Don't let lack of progress get the better of youWe all like to make progress. And when we don’t, it can be incredibly frustrating. That has been incredibly apparent over the last few weeks with snow filled roads that have not been drivable. The anxiety has been building up with people and you can see it in how some are driving. The reality is, the road conditions are not conducive in many areas to high rates of speed. But for some, the desire to make progress gets the better of them, resulting in the road being littered with cars in the ditch or on the embankments. They just want to get out of the house and are tired being stuck on a slow moving road making no progress.

It’s easy to get frustrated with making slow or no progress. As a leader, it is important not to let that frustration get the better of you and make mistakes by taking reckless risks. There is a difference between moving quickly and moving too fast for the conditions and not recognizing the risk. How do you ensure you are making rapid progress, but not taking unnecessary risks?

What is your Plan B?

what is your plan bA series of storms through the Pacific Northwest has created havoc in the Portland metro area. Week after week one weather event or another shut the city down for a day or two each time, and in one case, nearly a week. Without getting into the dialogue about why this happened, the reality is, it did happen. And because of it, many people who are paid hourly lost out on wages, businesses are teetering on the edge given the low level of business over the course of weeks and schools are now facing adding days to the end of the school year. This was not expected by any of the parties.

The situation brings to light the necessity for a plan B. If things don’t go the way you think they will, how can you adjust? Every business will experience a significant disruption at some point in time. The question is, are you prepared to address it when it happens?   Have you thought about what may cause the disruptions and how you will handle each case if it happens? Businesses that are agile and move quickly to adjust to upturns as well as downturns outperform their peers. How are you getting ready to adjust to the inevitable turns in the market?

Are you getting the behavior you desire or the behavior you reward?

Are you getting the behavior you wantIt was the most recent round of attempts to confirm appointments. Dentists, doctors, hair salons, restaurants, etc. The forms of contact vary. Postcards, emails, texts, phone calls. They keep coming until you actively confirm your appointment. And if you don’t, your appointment will be canceled. I’ve been told the level of not showing up for appointments/reservations has reached new heights. Businesses now invest money in technology to get you to confirm your appointment, or in people making calls and following up to make sure you are coming. You now need to spend your time to confirm an appointment (rather than calling if you need to cancel). Your time and that of the company you intend to do business with is now consumed because the people who don’t show up aren’t penalized. The business loses revenue due to a person not showing up, and higher administrative costs focused on trying to get people to confirm appointments. And the behaviors of the offenders don’t change because there is no penalty for behaving badly.

There is a local restaurant that has two seatings for dinner. It is small, so important that seats are not open because the hit to revenue would be significant. They implemented a policy that requires a credit card to be provided when you make the reservation. It holds your spot. And if you don’t show up, the charge is nearly $100. Guess what. They don’t have a problem with people showing up for their reservations.

In business and in life, you teach people how to treat you. If you desire certain behaviors and you get them, reward it. If you don’t get the behaviors you desire, design a mechanism that corrects the behaviors you do not want in a targeted fashion such that only those who are offenders are addressed. When you get it right, you’ll start seeing the behaviors you desire. How are you getting the behaviors you desire in your business?

You Only Accomplish What You Make a Priority

you accomplish what you make a priorityIt’s that time of year again. January 1 is here and the New Year has started. Along with that comes the slew of New Years resolutions. It is visually apparent at the gym. Those of us who go regularly watch it happen every year. The place fills to the brim with people who want to get healthy, get in shape, etc. It will be packed for about a month and then go back to normal. Why? Because the resolution was a checklist item, not a priority. So, when things start getting busy, going to the gym falls down the list then ultimately drops off. For those who make it a priority, New Years is not an event. It is just another day to make it to the gym because going is a priority.

The same is true in business. What is made a priority happens, what is not doesn’t. The concept is very simple, but is one of the hardest to acknowledge. The reason the things you want done in your business don’t get done is that they are not a priority. Once you make it so, focus on it, ask about it, report on it, etc., it will start getting done. How are you focusing on your priorities and getting the outcomes you want?

Just because you can’t see it, doesn’t mean it isn’t there

just because you can't see it, doesn't mean it isn't thereIt was the wee hours of the morning and a heavy storm rolled in. Wind pounded the side of the house and the rain was coming down. And then I heard it. Tink. Tink. Tink. The sound of water dripping in the bathroom. Water was clearly coming in through a vent from the roof and flowing through the fan in the ceiling. A few days later the roof repair folks came out to confirm my suspicion.

While he was investigating, I put my dog in the garage. After he left, I opened the garage door to let her into the house. She was running full speed until she hit the threshold and froze in her tracks. She started sniffing the air, then went to the front door and picked up the scent. She tracked it all the way up the stairs, into the bathroom and then to the laundry room (attic access). From time to time she paused. It was the exact path the man took. I certainly couldn’t see or smell where the man had walked, but she could even though she had no specific training in tracking scents.

Just like the trail of scent exists even though I couldn’t see it, things go on in business every day that are not necessarily visible. That doesn’t mean it isn’t there, it just means you may not see it. Maybe it is a person that works in the background and makes sure that things happen. Or the person that keeps their finger on the pulse of customer needs and finds a way to keep them pleased. Things just seem to work because there are people in the background making it happen. You don’t necessarily see it happen without looking for it. How do you keep your eyes open for things in your business that you may not see?