Know the Playbook: Getting Your Team on the Same Page

It’s night time on a clear summer evening, and you are standing on a hill overlooking a causeway that spans a shallow river. You see a car come driving across the causeway and for a reason that is unknown to you the car suddenly swerves and drives through the barrier and into the river. You have the usual resources on you that you normally would (including a cell phone with service). What do you do? If you are like many, the first thing you would do in this situation is call 911. Fortunately for everyone, the first responders arrive on the scene within 5 minutes. Once present, the first thing they do is rescue the driver. Our driver was alone in the car, and after first responders manage to break the window and get him out of the car and onto the shore he is okay. Wet, in shock, but stable. Next, a recovery crew shows up to attempt to retrieve the car from the river. It’s a shallow river, after all; and currently it has a car sticking out of it. The recovery manages to get the (totaled) car our of the river and tows it away to a junk yard. The driver is safe. The car is recovered. But there’s still a gap in the bridge. City planners and construction professionals meet to discuss building back the barrier and how to prevent accidents like this from occurring in the future. Talking to the driver uncovers that the reason he swerved off the road is because he was swerving to avoid a deep puddle left behind by a recent rainstorm and couldn’t see the barrier clearly enough to avoid it. Plans are drawn up to more clearly mark the guiderail and to even out and re-pave the causeway to make it less prone to flooding. You may be asking yourself; I thought this was a business process blog. What does this story have to with business process? Crisis management is something that comes to us intuitively as leaders. We rely on our wisdom, knowledge, and experience to carry us through tough situations. However not every person in our organization may have the experiences we have; they may not know how to function in a crisis, or what the first step may be to put out a departmental fire. We know that if they freeze in their indecision the situation can only get worse; but it is difficult to give our people confidence unless we give them direction. So what can we learn from this parable? The first thing the first responders did when they arrived on the scene was to Rescue the driver. They took action to maintain the critical parts of the situation back to stasis before they worried about anything else. They “stopped the bleeding”. This is often the first step needed to solve any crisis; if the damage is ongoing, find a way to stop it. If there is a data leak and your bank information is compromised, for instance, you freeze the accounts. After the situation is returned to stasis the recovery begins. This step is all about evaluation – what can be salvaged? What is “spilled milk”? The point is not to get caught up in trying to salvage everything you can, but evaluating what is worth attempting to salvage and what needs to be let go. In the case of the information breach, it isn’t wise to attempt to salvage the frozen bank account since the information has been compromised; the account must remain frozen until a new bank account can be created. Once the rescue and the evaluation steps are done, then the root cause analysis begins and the question is asked, “how do we make sure this doesn’t happen again?” If the data was compromised due to a lackluster cybersecurity system, an investigation should be done to find a stronger one. Unlike during the rescue, we have the luxury of time in this stage – we want to do our research so that we are truly building back better. Not every crisis will fit into this action plan, but for people newer to the workforce or to leadership that lack the knowledge and the confidence to take action, an action plan like this can make the difference between a small fire and a large one. Because in a crisis it isn’t about perfection, it’s about minimizing the damage. And if we can get everyone in our organizations on the same page about that, we have the opportunity to make the fallout from those fires a lot less devastating.

In work as in life, change is inevitable. Whether it’s adapting to new technologies, shifting market demands, or internal restructuring, how an organization prepares for change can make or break its success. Effective change preparation involves evaluating the reasons for change, assessing the readiness of the team, crafting the right messages, and ensuring continued enforcement and accountability. Successful change management means handling all of these aspects gracefully, which can be a challenge for any organization; but each is a critical element to a smooth transition. Before initiating any change, it’s crucial to understand why the change is necessary. This involves a thorough analysis of internal and external factors that are driving the need for the change. Internally, it could be due to inefficiencies in current processes, declining performance, or feedback from employees and stakeholders. Externally, it might be due to market trends, competitive pressures, or regulatory requirements. A clear understanding of the reasons behind the change helps in setting precise objectives and outcomes. It also aids in gaining the buy-in from key stakeholders by demonstrating the tangible benefits of the change. Creating a well-documented case for the transition, supported by data and analytics, can further solidify the necessity of the change. Once the need for change is established, the next step is to assess the readiness of the organization and its people. This involves evaluating the current state of the workforce, including their skills, attitudes, and willingness to embrace the change. Conducting surveys, interviews, and focus groups can provide valuable insights into the team’s perception of the impending change. It’s essential to identify potential resistance and areas where additional support might be needed. Understanding the emotional and psychological state of employees can help in tailoring the change management strategy to address their concerns. Developing a readiness assessment framework that includes evaluating the organizational culture, leadership support, and existing change management capabilities can provide a comprehensive view of the organization’s preparedness. Part of this step also includes the potential for the acceptance that the timing may not be right; this is where delicate questions must be asked about the urgency of the change. If there are other factors leading to increased stress in the team (or teams) affected by the change the timing of the decision may need to be evaluated, but often the answer in these situations is not straightforward. Once a decision has been made to enact the change, however, effective communication is critical. How the change is communicated can significantly impact its acceptance and implementation. It’s crucial to craft clear, consistent, and transparent messages that articulate the vision, benefits, and impact of the change. Tailoring the message to different audiences within the organization ensures that everyone understands their role in the change process. Using a variety of communication channels, such as emails, town hall meetings, and one-on-one discussions, can help in reaching a wider audience. Additionally, providing regular updates and being open to feedback can foster a sense of involvement and ownership among employees. It’s also important to highlight the positive aspects of the change while being honest about the challenges that may arise. This balanced approach can build trust and reduce anxiety, making the transition smoother for everyone involved. Implementing the change, however, is just the beginning; ensuring its sustainability requires continuous enforcement and accountability. Establishing clear metrics and performance indicators can help in tracking the progress and effectiveness of the change. Regular reviews and assessments can identify any deviations and areas for improvement. Leadership plays a critical role in reinforcing the change. Leaders must model the desired behaviors and demonstrate commitment to the new ways of working. Providing ongoing training and support can help employees adapt to the new processes and systems. Recognizing and rewarding those who embrace the change can further encourage compliance and foster a culture of continuous improvement. It’s also important to address any issues or resistance promptly. Creating feedback loops where employees can voice their concerns and suggestions can help in refining the change strategy. Ensuring that everyone is held accountable to the new policies and practices can drive long-term success and embed the change into the organizational fabric. Preparing for change is a multifaceted process that requires careful planning, clear communication, and ongoing support. If they handle them correctly, organizations can navigate the complexities of change and emerge stronger and more resilient than ever before; but getting to that place can be a challenge. But embracing change as an opportunity for growth and improvement can transform challenges into a competitive advantage, paving the way for more sustained success.

Accountability is the cornerstone of success in the dynamic world of business,. Every project, no matter how big or small, requires clear ownership to ensure its success. Yet, in many organizations, a lack of accountability can lead to confusion, disorganization, and ultimately, failure to achieve goals. That's where the power of holding one person – just one – accountable for each initiative comes into play. Assigning clear ownership to one individual for each project may seem like a simple concept, but its impact is profound. When multiple people are responsible for a single plan, it's easy for tasks to fall through the cracks. Who is supposed to take the lead? Who should others turn to for updates or clarification? Without a designated owner, confusion reigns, and progress stagnates. By assigning one person to be accountable for the overall project, you eliminate this confusion. Everyone knows exactly who is responsible for what, making it easier to track progress, address issues, and move forward efficiently. Additionally, when individuals are held accountable for specific initiatives, they take ownership of their work. This sense of ownership translates into increased motivation and commitment to success. When someone knows they are responsible for the success of a project, they are more likely to put in the extra effort to ensure its success. Furthermore, clear accountability provides individuals with a sense of purpose and direction. They understand how their contributions fit into the larger picture, which motivates them to work harder and strive for excellence. Assigning individual accountability may seem counterintuitive to fostering teamwork, but it actually has the opposite effect. When each team member knows their role and responsibilities within an initiative, collaboration becomes more effective. With one person taking the lead, others can focus on supporting them and working together towards a common goal. This clarity of roles encourages open communication, cooperation, and synergy among team members. In today's fast-paced business environment, clarity and accountability are essential for success. By holding one person accountable for each initiative, you eliminate confusion, increase motivation, and encourage teamwork. This simple yet powerful strategy ensures that projects stay on track, goals are met, and your business continues to thrive. When everyone knows exactly what is expected of them and who is responsible for each aspect of a project, it's easier to stay focused, motivated, and successful. So, the next time you embark on a new initiative, make sure to assign clear ownership. Your team – and your business – will thank you for it.

Setting goals is often hailed as a crucial step towards success in both personal and professional spheres, . Goals provide direction, purpose, and a roadmap to follow. However, not all goals are created equal. While the right goals can act as a guiding "North Star," leading us through turbulent times and helping us maintain focus, the wrong goals can lead to wasted efforts and frustration. Focusing on the wrong goals can be as damaging as having no goals at all, if not more so. It's easy to fall into the trap of setting goals that are either too vague, too ambitious, or simply not aligned with a person or organization’s values and objectives. When our goals are misaligned, we may find ourselves investing time and energy into pursuits that don't bring us closer to where we want to be. For instance, an employee might set a goal to spend more hours working on a special project, only to find that it negatively impacts their work-life balance and overall productivity. Similarly, a business might focus solely on increasing revenue without considering the long-term implications on customer satisfaction or employee well-being. On the other hand, setting the right goals can transform our lives and businesses. Just as a ship needs a compass to navigate through stormy seas, we need clear, attainable goals to guide us through the uncertainties of life and work. The right goals act as a beacon, keeping us focused and motivated, even when the journey gets tough. They provide us with a sense of purpose and direction, helping us prioritize our efforts and make better decisions. When we set the right goals, we create a roadmap that leads us towards success, both personally and professionally. When setting goals, it's essential to consider both individual and organizational needs. Goals that benefit one at the expense of the other are rarely sustainable in the long run. For individuals, setting attainable goals means considering not only what they want to achieve but also how those goals align with their values, skills, and long-term aspirations. It's about finding the balance between ambition and realism, setting goals that challenge us without overwhelming us. Similarly, organizations must set goals that are not only ambitious but also achievable and beneficial for all stakeholders. Whether it's improving customer satisfaction, increasing revenue, or fostering employee development, the best goals are those that create value for everyone involved. In the journey towards success, setting goals wisely is key. Whether we're navigating our personal lives or steering our businesses towards prosperity, the right goals can make all the difference. By choosing goals that are attainable, beneficial, and aligned with our values, we can stay focused, motivated, and on course, even in the face of uncertainty. When you set your sights on the right goals and let them be your guiding "North Star", you will find your path to success illuminates itself.

In today's rapidly evolving business landscape, the need for fresh perspectives and innovative ideas is more crucial than ever. While internal teams undoubtedly possess valuable insights, there's an undeniable advantage to bringing in outside help. Whether it's consultants, advisors, or freelancers, external perspectives offer a wealth of benefits that can significantly enhance your organization's performance and growth. There are many ways an outsider can be an asset to your business. One of the most significant advantages of bringing in outside help is gaining access to unbiased perspectives. Unlike internal teams who may be too close to a project to see its flaws objectively, external consultants or advisors can offer unbiased opinions. Without personal agendas or preconceived notions, they can provide honest feedback and fresh insights that internal teams might overlook. External consultants also have no stake in the internal politics of your organization. This lack of "skin in the game" allows them to be more open and honest in their assessments and recommendations. They can address sensitive issues and provide constructive criticism without fear of repercussion, fostering a culture of transparent communication within your organization. As they are not influenced by internal biases, office politics, or historical decisions, they are able to assess situations and make recommendations based solely on what is best for your organization. Whether it's streamlining processes, optimizing workflows, or implementing new technologies, external experts can offer impartial guidance that prioritizes your organization's success. Another advantage of bringing in outside help is the diverse expertise they bring to the table. Consultants and advisors often work with multiple companies across various industries, allowing them to accumulate a wealth of knowledge and best practices. This broad perspective enables them to offer innovative solutions and fresh ideas that may not have been considered internally. Bringing in outside help can also allow you to access specialized skills and experience that may be lacking in your internal team. Whether it's expertise in a specific industry, market trends, or emerging technologies, external consultants can provide valuable insights and guidance to help your organization stay ahead of the curve. And, contrary to popular belief, hiring external help can often be more cost-effective than relying solely on internal resources. Instead of investing time and resources in training internal teams or hiring new employees, outsourcing allows you to access the expertise you need, when you need it, without the long-term commitment and overhead costs associated with full-time employees. The benefits of bringing in outside help are undeniable. From unbiased perspectives and open communication to diverse expertise and specialized skills, external consultants and advisors can provide invaluable support to your organization. By embracing external perspectives, you can unlock new opportunities for growth, innovation, and success.

The world of entrepreneurship and business management is a complex one, and often it's easy for us to get lost in the sea of tasks, goals, and aspirations. Often, our objectives appear dauntingly vast and nebulous, leaving us feeling overwhelmed and directionless. One strategy to utilize in such moments is the concept of narrowing our scope. While the idea of shrinking our purview can seem intuitively unproductive, in the right situation it can transform seemingly insurmountable goals into manageable milestones, propelling us toward success with clarity and purpose. At the heart of this focus lies the 80/20 rule, a principle that has proven to be a game-changer for businesses worldwide. This rule (sometimes referred to as the Pareto Principle) suggests that roughly 80% of outcomes result from 20% of causes. In the context of business, it means that a minority of efforts often yield the majority of results. By identifying and prioritizing this crucial 20%, businesses can streamline their efforts and maximize efficiency. Imagine a scenario where a company is struggling to improve its customer satisfaction ratings. Initially, the goal may seem overwhelming, encompassing a myriad of factors such as product quality, customer service, and pricing. However, upon closer examination, the 80/20 rule reveals that a select few aspects significantly influence customer satisfaction. Perhaps it's the responsiveness of customer support or the reliability of product delivery. By focusing on optimizing these critical factors, the company can drive substantial improvements in its overall performance. The beauty of the 80/20 rule lies in its ability to cut through the noise and identify the most impactful areas for intervention. Rather than spreading resources thinly across all facets of a problem, businesses can concentrate their efforts where they will yield the greatest returns. However, staying true to this focused path is easier said than done, especially in a world filled with constant distractions and one-off scenarios. It's all too easy to veer off course, chasing after Shiny Objects or addressing minor issues that offer little long-term value. We know succumbing to these distractions only serves to dilute our efforts, but in practice staying on target is often more difficult than it seems. It takes practice to cultivate the discipline needed to combat the temptation of chasing the Shiny Object. Resistance can be difficult at first, and like so many other things those muscles build over time and with consistent use. Whether it's through regular goal-setting sessions, strategic planning exercises, or ongoing performance evaluations, maintaining clarity of purpose through steady repetition is essential to staying on track. Embracing the 80/20 rule also requires a willingness to adapt and iterate continuously. As market dynamics shift and customer preferences evolve, the landscape of opportunity is ever-changing. By regularly reassessing priorities and fine-tuning strategies based on real-time feedback, we can ensure that our focus remains sharp and relevant in an increasingly competitive environment. Looking at tasks through a narrower lens is a great way to get ourselves on track to achieving otherwise nebulous goals with both precision and efficiency. By honing in on the critical few factors that drive the majority of outcomes, we can unlock new levels of productivity and success. However, staying true to this focused path requires discipline, adaptability, and a relentless commitment to continuous improvement. But if we are able to stay the course, the rewards speak for themselves.

In some business environments, the simple use of the word Accountability can be cringe-inducing. We know that in the dynamic landscape of modern business accountability is crucial, standing as a cornerstone of success and sustainability. But many don’t understand that accountability is not merely about assigning blame; rather, it's a commitment to transparency, integrity, and continuous improvement. So why do we talk about accountability when we talk about process improvement? First, we know individual accountability enhances organizational productivity. When individuals are held accountable for their actions and outcomes, the overall productivity and health of the organization flourish. Accountability fosters a culture of ownership, where employees can take pride in the work they do. Knowing that their contributions directly impact not just their own success but the success of the organization, individuals are motivated to perform at their best, innovate, and collaborate effectively with colleagues. Moreover, accountability cultivates trust among team members, as everyone relies on each other to fulfill their responsibilities and contribute to shared goals. Similarly, when all participants in a certain process know what they will be held accountable for, they are more likely to excel in that process. Documenting these processes allows them to become guideposts for accountability within an organization. They provide a clear roadmap detailing the steps, responsibilities, and expectations associated with the process while leaving no room for confusion or ambiguity. Employees know what's expected of them, how to perform their duties effectively, and who to turn to for support or clarification. The fact that assistance is available doesn’t mean that the participants in the process can easily pass the accountability buck, though; at the heart of accountability lies the principle that only one person can be held responsible for each process. This clarity is critical when doing any sort of process work, because if everyone is accountable for the process, then no one is. When ambiguity exists regarding who is truly accountable tasks are more likely to slip through the cracks, leading to more errors, delays, and frustration. By assigning singular ownership to specific processes, not only are these potential obstacles avoided but individuals are also empowered to take ownership, make decisions, and drive results for themselves. This is where it gets tricky: Only one person can be held accountable for each process, but accountability is still ultimately a team sport. In a collaborative environment, team members support each other, hold one another to high standards, and celebrate collective achievements. When accountability is woven into the fabric of the organizational culture, individuals feel empowered to hold themselves and their peers accountable, fostering a sense of mutual respect and camaraderie. Collective accountability also promotes transparency and openness; if your team is empowered to communicate openly about challenges with their colleagues, they may be more open to collaborating to overcome those obstacles as well as being more likely to seek out feedback. Accountability should not be treated as a weapon to be feared. Rather, it should be treated as a tool that, when wielded with skill, can help propel an organization toward excellence.

Growing up, I was always a fairly non-confrontational person. I didn’t like pressure, didn’t like conflict, and was happier letting situations I was less than happy with blow over rather than stirring the pot. As I grew into adulthood and into my career, however, I began to see conflict for the opportunity it could be, rather than the discomfort I had always shied away from. In business sometimes we have a tendency to form Mutual Admiration Societies – we like our coworkers, we have a decent culture, and where no massive issue exists why should we try to create one? The problem with this line of thinking is the inevitable stagnation that follows it. When there is no pressure to improve, we don’t. Not because we don’t want to, but because we don’t know how. We are all limited by our own perspectives, and sometimes reality checks are exactly what we need to find the direction in which we need to grow. But those reality checks often come in the form of tough conversations. They can be garnered through feedback, which I wrote about previously, or they can come from conflict. In the workplace, conflict often occurs when an issue is left to simmer for too long. If you dig into most Mutual Admiration Society workplaces you will find that things are often not as rosy as they seem, and there may very well be an elephant or five in the room that no one wants to be the first to bring up. When these issues are brought to the surface though, a new influx of productivity can be initiated in a way that hasn’t been seen in the organization for quite some time. This is not to say all conflict is good conflict, though. A culture of challenging each other and honest constructive criticism can be a good thing, but it can conversely fall into its own pitfalls. Conflict for conflict’s sake is rarely productive. The same can be said for debates driven by emotion rather than logic; and even though many disagreements begin in a logical place, it is easy to fall into the trap of letting emotional testimony supersede the initial logical point. In this way getting into the wrong kind of dispute – or arguing for too long – can do more damage than if the issue was never brought to the forefront in the first place. Like most things, it’s about trying to find balance. Conflict is not something to be afraid of – in many cases it should be embraced. But limiting arguments to facts and logical reasoning rather than emotionally charged subjectivity or worse, personal attacks, will mean that your debates will stay productive while the people on both sides still maintain mutual respect. And mutual respect, rather than mutual admiration, will take an organization far.

I read an article recently about how businesses looking to make company-wide improvements should focus their energy on their systems, not their people. The argument the writer was making is that, though some of the symptoms of the issue may subside somewhat, when macro-level problems are addressed on a micro-level scale the root issue will remain. This is an incredibly powerful point, one that a lot of organizations can learn from understanding, but I fear it doesn’t tell the whole story. Systems do not exist in a vacuum. When a company implements a new system – whether it’s a new CRM software, safety policy, or a series of customer service procedures – that new system relies on people using it correctly to function to its maximum effectiveness. In most systems, there is a learning curve: it takes a while to learn how all of the bells and whistles operate in a new software system, and there may be questions on the rationale behind some of the items on a new safety checklist. The idea, however, is that given adequate time and experience, these systems will prove themselves as worthy time and capital investments if they yield the desired results. Right? Here’s the thing: It doesn’t matter how close to perfect your system is if the people working in the system are not, whether willfully or not, using it to its full potential. The system is only as good as the results that it produces, after all; and if you implement a new system within your organization and, after the anticipated learning period, you still aren’t seeing the results you’re looking for, the first conclusion many leaders would draw is that the system is flawed. However, as with most things, the answer is not usually this black and white. And to make things more complicated, there is another red herring conclusion that can also be drawn from this situation: that the people who aren’t using the system optimally are the wrong people for the job. This assertion on the other end of the spectrum is usually equally false; the truth, as it usually is, lies somewhere in the middle. But to find that truth, we must first admit two things to ourselves regarding our organization: 1) There are no perfect people. 2) There are no perfect systems. With this knowledge in hand, you can move forward knowing that the best thing for your organization is to find a system that synergizes with your people. If you have a strong sales force of field-loving professionals who excel in client relationships but have complained about the changes from the last three company-wide software updates, a cutting-edge CRM with an interface that is known for its steep learning curve (even with its possible outstanding utility) may not be the right fit. Similarly, that same sales force might rave over an easy-to-use (though somewhat bare bones) CRM that allows them to track their progress without distracting them too much from where they want to be spending their time: with their prospects and clients. This same bare-bones CRM may not work for a company with a longer, more intricate sales cycle, however; and you can probably see what I’m getting at from here. When you find the right system for the right people, though, that’s when the magic happens. Because what you’ll find is that when you make the match correctly, strong people and strong systems make each other stronger. That simple and straightforward CRM will allow your sales team to better manage their time and resources, which will make sure they are devoting their energy to where they shine and enjoy their jobs the most, which will lead to establishing best practices for how to incorporate their CRM time into their day so they can continue to improve, and so on. You can see how momentum builds from there. So instead of focusing on the micro or the macro, shift your attention instead to finding the right system for your team. Because once that synergy is achieved, it will be full speed ahead.