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.
ProcessWorks™