How Often Do You Ask Why?

By on January 10, 2015   /   Leadership, Status Quo  

no-thanks-we-are-too-busyIn Zig Ziglar’s book, See You At The Top, he recounts a story about ham:

His wife sent him to the store for a ham. After he bought it, she asked him why he didn’t have the butcher cut off the end of the ham. “This old boy” asked his wife why she wanted the end cut off. She replied that her mother had always done it that way and that was reason enough for her. Since the wife’s mother was visiting, they asked her why she always cut off the end of the ham. Mother replied that this was the way her mother did it; Mother, daughter and “this old boy” then decided to call grandmother and solve this three-generation mystery. Grandmother promptly replied that she cut the end of the ham because her roaster was too small to cook it in one piece.

We can all relate to this story.  There are usually many processes setup at work (and our personal lives) where things are done a certain way because that’s how they’ve always been done.

As a leader, before you decide to make changes, you first need to discover and understand the reasons why a process exists in the first place.  There may be legitimate reasons (for example, compliance).  In these cases, blindly barging in and ripping out processes may cause more harm than good.  Understand first and change after.

If changing is the appropriate step, you might encounter some resistance.  Like the Ziglar example, we’ve always done it this way, and sometimes it’s hard to see there might be a better way.  This is the reason you need to have understanding of the background story – the why.  To achieve buy-in, you’ll want to talk your team’s language.  Help them understand your vision and how this will make their work easier.  Even better, if it’s a complete or significant overhaul of a process, include the team in the brainstorming and subsequent follow-up steps.  This will speed up the buy-in process since they will feel like they had a voice at the table.

Here are a few steps:

  1. Have a desired outcome in mind.  What are you looking to accomplish?  What is your end goal?
  2. Start asking why.  Why do we do it this way?  Don’t settle for the first response.  Probe and continually asking why.  Sometimes it takes 4 or 5 times asking why before you truly get to the root cause.
  3. Is the process still required in its current state?  Solicit feedback from those team members impacted.  What do they think?
  4. Collectively, use the King of the World process.  Is there an even better way to reimagine what you’re doing today?

It’s easy to get stuck in our daily routines because we’re too busy to think there could be a better way.  Every now and then, take a step back, and figure out exactly why you’re doing it.  You could end up saving yourself (and your team) valuable time, effort, and money.

 

 

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A Better Way to Solve Problems

By on January 5, 2015   /   Leadership, Problem Solving  

Einstein Quote

A key skill in business is the ability to find solutions to difficult problems.  Unfortunately, many people are not as good as they could be in this area because they are too narrowly focused when looking for the solution.

For example:

  • We have a product that takes 24 weeks to implement.
  • A client wants it done and live in 8 weeks because of some business driver

Most of the managers I’ve worked with will approach this situation in one of 3 ways:

  1. Tell the client it can’t be done.  24 weeks (+/- 1 or 2 weeks for project fluff) is the best we can do.
  2. Cut corners.  Tell a resource they have 3 days to complete a task they need 2 weeks to complete (compounded over the project).
  3. Get it done on time even if it means your resources working 24/7 with no personal life until the project finishes.

None of these scenarios are ideal.  You’re either compromising quality (#2), burning out your team and risking poor associate engagement (#3), or losing a prospect altogether to a competitor who can meet the desired timeline (#1).

To borrow a line from Shark Tank – there must be a better way!  Of course there is.  Here are some tips to try:

  • Solve the problem as a team.  Brainstorming together allows there to be buy-in from all parties on the solution.
  • The project manager/leader should set the stage defining what needs to be accomplished, why, and what success looks like.
  • Employ the “King of the World” technique.  Go around the room and ask the following questions.  Everyone should have a chance to respond:
    • If you were king of the world, what would need to happen for us to complete the project in 8 weeks, with quality, and a happy client as a result?
      • At this point you’re likely to meet a lot of resistance – “we can’t” … “our boss won’t let us” … “it’s never worked before…”  The facilitator needs to keep the focus of the group away from these negative thoughts.  It’s ok to capture these blockers but a simple reminder to the team that you are looking for ideal state – “you’re king/queen of the world.”
    • Another good way to ask this question is “If only…” or “What would it take to make this happen…”
      • We could do this “if only…” You’ve now identified a major blocker that can be eliminated.
  • As a follow-up question, ask “if we were able to implement these ideas, what would be the impact to you and your other projects?”  Again, you’re not looking for judgement, only the facts.
    • For example, a resource may need to work 1 or 2 weekends to make it happen.  Perhaps you can reward the associate with a $100 gift card for a night out with the spouse when the project is over as a way to say thank you.
    • Another project might need to be put on hold temporarily to allow focus/prioritization on this project.

As the leader, you now have more information at your disposal:

  • For starters, the team may have found a more efficient process that can be used for all projects moving forward.  Imagine the wins (e.g., additional revenue, cost reduction) going from 24 weeks to 8 weeks on ALL projects
  • You’ve identified the major blockers to accomplishing your goal with quality and can put together a plan to eliminate.
  • You have buy-in from all resources and understand full impact from making the decision.

In the end, 8 weeks might not be possible.  Tell the client what’s possible and why – “we’d love to do 8 weeks but don’t want to compromise our quality to you.  We could do 12 weeks – still a 50% improvement – and guarantee quality and satisfaction.  Would that work?”  Sometimes the client is echoing ideal state of their own and will be happy with your honesty.

Now go ahead and share your plan and execute!

I’ve done this process many times with great success.  The latest attempt reduced our implementation time from 52 week average to 20 weeks.  Quite an improvement given we were told many times it couldn’t be done, most specifically from leaders who tried the “old” methods.

Give it a shot and let me know how it works for you!

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Do You Get the Results You Expect?

By on January 3, 2015   /   Leadership  

I Love Lucy - Chocolate Scene Clip

In the classic I Love Lucy clip depicted above, Lucy and Ethel are working in a chocolate factory where the duo must wrap candies on a conveyor belt. To make matters worse, their supervisor has set expectations that “if one piece of candy gets past you and into the packing room unwrapped, you’re fired!” As the candies come out, the ladies can’t keep up with the pace and ultimately stuff the chocolate balls into their hats, mouths, and outfits. When the supervisor returns and sees everything seemingly running like clockwork, she happily yells – much to Lucy’s dismay – “Speed it up a little!”

Obviously the show is meant as comedic relief, but there are many valuable lessons that translate to the business world. In the Lucy clip, the supervisor should have realized the speed of the belt was faster than even the quickest worker could handle, and therefore expectations were not realistic. As David Goldsmith states in his book, Paid to Think, “leaders often blame others for mediocre output, when in reality, the blame lies with the leader’s mediocre systems and structures that cap the potential of individuals and organizations.”

How do you know if your expectations are achievable or out-of-touch?

Here are a few key tips, easily implementable, which practiced regularly will yield positive results:

Communicate Clearly

Follow-up with your team to ensure they truly understand the vision and/or goals. What may seem straight-forward to you could get lost in translation. Recognize that people learn differently, either visual (seeing), auditory (hearing), or kinesthetic (feeling), and tailor your message accordingly.

Inspect What You Expect

This step is critical. Do not assume simply because your direction was clear and the team on board that you are getting the results you expect. Everyone has competing priorities and things tend to get put off. Or, perhaps the tools, systems, processes, and training in place are not allowing your team to get it done as you thought. Checking in early and seeing if the results match your expectations allows you to ensure things are moving in the right direction and gives ample time to course correct if necessary.

For example:

  • New service program put in place to improve client satisfaction? Pick up the phone and call a handful of clients every couple weeks to gauge their sentiments. Check your survey scores after 30, 60, and 90 days to see if the results are trending in the right direction.
  • You asked a team member to resolve an urgent issue with an upset client. Did it happen? Or will you find out 30 days later, when it’s too late, that the client is leaving because the issue wasn’t addressed?
  • Mandatory training due for everyone by end of month? Check in a week early to ensure progress is being made. An associate may have the best intentions to complete but other more urgent priorities are getting in the way. You can help move work to other team members or reprioritize.

Peel Back the Onion

Inspecting what you expect is only part of the equation. You must also peel back the onion. In other words, when following up with your team, don’t settle for a superficial first answer. Ask probing open-ended questions to get to a deeper layer of understanding. You may discover something you didn’t initially consider or realize that is hindering the team.

In closing, you can’t assume.  A race car might have the ability to zoom over the track at breakneck speeds but a flat tire can quickly spoil the day.  Make sure your team understands the vision and has the necessary tools to get the job done.

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