As I watch, with my mouth likely hanging open, at the lies, vitriol, closed mindedness and overall lack of character going on in Washington, I find my self hoping this does not pour over as normal behavior into the rest of society. Now, Washington’s behavior shouldn’t surprise me. They continue to under-perform and fail to meet already low expectations on a daily basis (just look at their approval rating). However, I’m still amazed by the behavior of people who are supposedly adults; supposedly leaders.
As you look to set the course of your business, use the Washington example of what NOT to do. Whether you are the CEO, VP or the Mail room Manager:
DO treat people with respect and dignity.
DO communicate frequently and clearly with your team and your customers (internal and external).
DO maintain calm in tough situations. Your team is looking to be led.
DO lead by example.
DO involve your team in decisions that affect their day to day activities.
DO have something else in your life more important than work (your team probably does).
DO say please and thank you.
DO have open and honest dialog.
DO be a person of good character.
DO insist on absolute integrity from your team.
Let Washington be Washington. Emulate someone better.
People, Processes and Products.
Simply put, if you have excellence in all three of these areas, your organization is bound to be successful. If you have been around business for any length of time, this isn’t exactly a revelation. However, it keeps it simple (a common theme of mine). When you are wondering why your results aren’t quite what you want them to be, come back to the three P’s to re-center yourself as a leader. Analyze each of the P’s and find out where the weakness(s) lie.
People – We all want to hire the best people. While it’s not easy and we do make mistakes from time to time, having a thorough and systematic hiring process will limit those errors. Beyond hiring, we have to be aware that our business is changing. Are our people keeping up with the changes? Can they still handle the new environment? Has the business outgrown them? These are some of the things to consider to ensure that the three P’s stay in balance.
Processes – If you have great people, but the processes within which they work are not up to snuff, the opportunities for failure increase significantly. Conversely, you can be successful with air-tight procedures and some average people. Now, I wouldn’t recommend a whole staff of mediocrity because that’s asking for trouble. However, the power of an excellent process multiplies every team member’s ability to succeed.
Products – This is where the rubber meets the road. Do you have products/services that customers actually want to purchase? Do they see enough value in your offerings that they will pay a profitable price or are you selling a commodity? You can make money either way, but a commodity product requires a low-cost operation with a much smaller margin for error. In my experience, a high-value product is a lot more fun. You can afford a few more key people and the helps prevent your team from burning out. Again, this is something that needs to be monitored. What used to be a high-value product, my become commoditized one day. It’s important to recognize this and be ready with new high-value offerings or be prepared to adjust your cost structure rapidly.
Our mothers used to tell us to mind our P’s and Q’s. Keep it simple and just focus on the P’s.
If you are a business leader, how well are your team members aligned with your vision?
Are you sure? When was the last time you asked them about their overall reason for being employed there? If you are like most, it’s been a while. When was the last time you actually stood in front of your team and specifically and succinctly explained to them why they are there with you? Probably as long, if not longer.
This is a very common problem in the businesses that I’ve work in and been associated with from the outside. Oddly, it’s one of the easiest things to correct. Get your team together for 15 minutes next week and tell them what your vision is. You should know that like the back of your hand; after all, it’s your vision. Then talk about it every chance you get. Leave no doubt as to what the company is trying to accomplish. You and only you can do this. Don’t leave it to your direct reports (you probably haven’t been clear with them either). Don’t leave it to the line managers. They are usually trying to get today’s orders out the door. You must own this one. It cannot be delegated.
Once you’ve done it, don’t turn around and change it. You will confuse everyone and make the business more complex than it needs to be. Anything you add to the business needs to fit under your big picture vision. That’s how you keep it clear and avoid constant changes.
Keep your team moving in the same direction with a consistent, clear message. And do it now.
Is anyone else tired of people hiding behind their email? It was bad enough when voice mail was created (yes, I was there when it all began). With voice mail, we were pretty sure they got the message since we recorded it ourselves. If they said they didn’t, it was a safe bet they were lying.
With email, they can always tell us, “I never received your email.” It’s tough for us mere mortals to disprove. What a bunch of baloney.
Have some courtesy and respond when someone emails you. I’m guilty, too, so I’m not on an I’m-better-than-you-are kick. Just send a few words to acknowledge receipt. If you don’t want what they are peddling or you simply don’t have time to address what they are inquiring about, TELL THEM. Put on your big boy/girl pants and respond with the facts. Be humane, but factual. If they can’t handle that, then they need to put on their big boy/girl pants and get over it.
Stop being a coward and treat people with a little common courtesy. You can’t possibly be THAT busy.
In sports, coaches constantly talk about consistency. They do so for good reason: it’s very difficult to win on a regular basis if you don’t do things well every time you step onto the field (or court, etc.).
It’s the same in business; the ultimate competitive sport. Having months of high peaks and low valleys in terms of sales volume will really complicate your business. How do you figure out what capacity is needed? How much staffing do you need? If you have this issue, you need to realize that all business is not necessarily good business.
Similarly, processes have to be performed the same way every time (until you’ve changed them via a process improvement initiative such as a kaizen event). Everyone needs to know their job and how to do it. More importantly, they need to do it that way every minute of every shift.
Complicating matters are having multiple facilities. Now we’ve introduced additional personalities of the plant managers, regional and cultural differences and egos. Everyone thinks their way is best. “Nobody is going to tell me how to run my plant.”
It doesn’t have to be that complicated. But, it won’t be easy. It takes someone who can oversee the process of creating best-in-class processes and then work with key people from each facility to weave them into a complete fabric of processes that will delight the customer. That is the key mentality. It sounds simple, but someone has to be driving that message home. If this person can boil the issues down to doing whatever it takes in order to accomplish some overriding goal, then each facility will understand it’s big-picture mission and get on board. This central figure will have to decide if the plant leadership can be brought on board, as well. If not, he/she will have to make some leadership changes so that all the facilities ultimately are producing their work in the same manner. Only then, will the customers know they will get consistency no matter which facility produces their products.
They are paying for it and they deserve it.
If this equal opportunity recession has had any impact on your business at all (and I suspect that it has), you probably are finding that you have some excess capacity. Most likely, you’ve dealt with that by reducing headcount or at least reducing hours of operation. If you’ve been seriously impacted, you are probably selling excess equipment.
However, before you let every useful person go, why not reallocate the resource to examining your processes? All work is a process so, unless you have the leanest organization in the history of TPS, you have some improving to do. Start with having a team look at your most expensive cost center. There are probably a dozen or more pieces of low-hanging fruit that you can pick. Make sure the team has clear goals and expectations. Give them the leadership they need, but don’t smother them. Also, commit the resources needed for them to be successful. Remember, this is about getting ready for your future; you know…the turnaround that will happen. It will happen, trust me. Once the team has finished, move on to another cost center and do the same. The momentum will build and, before you know it, continuous improvement will be part of your culture. Then when you do pick up, you will have a leg up on your competition in terms of cost and service level. You and your customers will be smiling.
If you don’t think you have the talent in-house, there are a number of places you can turn. There are traditional consulting firms, accounting firms and Lean experts. Another choice is the rapidly growing are of Business Coaching. They typically partner with you for the long-term and help you avoid adding headcount while still getting the advice and assistance that you need. However you get the help, just do it!
Why wait to improve your business? Get your business back in shape. There’s no time like the present.
Over time, there has been a lot of discourse regarding big business and small business. Is it better to be bigger or smaller? Each has its advantages. Big business has the critical mass to do things financially that small business can only dream of. However, it can take big businesses months to make seemingly simple decisions. Small businesses are more nimble and create the vast majority of new jobs in this country. Big businesses almost always are hiring in one division and laying off in another. This is usually is a zero-sum game.
Then there is the employee perspective. Where are you better off? Both small and large businesses lay off people. As I have said in an earlier post, this recession has been one of equal opportunity. No job has been truly safe. In fact, if you kept your job, how much fun are you having right now?
Do big or small businesses treat employees better? Big businesses generally have richer benefits. Small businesses, on the other hand, provide intangible benefits like flexibility, and a family feel to the office/plant. You generally know all or nearly all of your co-workers. Try that at GE (nothing against GE).
I’ve worked for multi-national companies and family-owned businesses in my career. From my perspective it’s all about the quality of the leadership in the company. Most important is the CEO’s leadership. How clear and consistent is his/her vision? Do all the employees understand it? Next most important is your immediate manager. What type of leader is he/she? That has the most impact on a person’s job.
From my experience, a person can be successful in any environment and a company of any size can be successful. It boils down to something simple….It’s always about people helping each other to meet or exceed a customer’s expectations. If you have happy customers and costs are under control, the business will succeed and people will be generally happy to work there. If not, there is nobody too big to fail.
Bigger isn’t always better, but neither is smaller.