Deliver on Your Core Competencies First, Instead of Minimizing Your Value
Corporate America is a funny place...so, funny, it should probably have its own theme park...its own attractions...and, its own cast of characters...but, that is for another note entirely...
Today, we look delivering on your core competencies first instead of minimizing your value...have you ever felt like yesterday something wasn't part of my job, today it is, but tomorrow, well, I'll have to ask my manager? I have seen too many people put in those situations recently. The bad thing is they become too focused on doing nothing well. Their only focus becomes getting the business going or keeping it running. Good advice to all leaders in those situations has been to figure out your core competencies first. If your try to be all things at one time, nothing gets done well, it just gets done.
I know, I know, but the business will fall apart if we don't do these fourteen things. You have three choices: 1) Hire more people with those specific competencies. These people can either be employees or consultants, but get more help; 2) Start or change your client/customer expectations to include what can be done well; 3) Consider a phased approach to delivery.
The first one is simple. If you can afford and justify additional hands, great...problem solved. However, most of the time you can not. So, think of creative ways to use the talent you have to maximize their talents not their time. Having an executive stock shelves or a trainer pick out furniture, is not good for your business, nor their talents. By the time they get to lead or train, they are too exhausted and not in the right mindset to complete their tasks. Consider paying the furniture deliverers an extra tip to rearrange furniture or pay overtime to stock shelves. The task gets completed, without compromising the success of decision-making or learning later on.
The second option involves setting expectations. If you are 2-3 weeks away from launching a big product, store, or initiative, your marketing and communication need to coincide with what can be completely delivered when you launch or open the doors. If you do not have those Kermit Green rugs in before you open, because the vendor has delayed them, don't advertise them. If you want to be able to call your customers about appointments, but have not hired AND trained the staff to do so, don't set the expectation that this well be done. Once you set the expectation, you are being measured against it. Your customers expect to have a great experience based on what you have shared. If you do not share specific expectations, they will bring their own. The expectations game is like a picnic...everyone brings something for the feast...just watch out for Mother Nature and the ants...
The last item is using a phased approach to opening and growing your business. Do not buy 100,000 bags before you open so that you can save money on the order if you do not have a place to store them. Over plan the amount, but don't overstock. While you get a good deal on the paper or plastic, you get a larger mess in a small space and unhappy employees. If your vendor will allow it, ask to pay for 100,000 bags and have them delivered in increments of 10,000 for 10 months. This way, you pay less, but have less mess. And, your vendor has a sale it can count now. Phasing expectations can be difficult, think about what your customers expect first and add in the wow factors a little at a time. The product/service gets them in the door. However, the unique moments, those "bursts of excellence" that your employees provide keep them coming back. If your employees are burnt out because you stretched them too far outside their comfort level and talents, they will barely share sputters, let alone Bursts of Excellence.
Finally, figure out your core competencies before deciding to add people, set expectations, or phase your delivery. If you do not know what those competencies are and you are an existing business, ask your customers before growing. If you are a new business, do your homework...read, research, and shop your competition. Stick with those competencies when you first start the new venture. Traveling too far beyond them will minimize the value that your new product, service, and team bring to the table. Delivering beyond expectations is always good. However, that assumes you can deliver at expectations first...Good luck...enjoy...
Today, we look delivering on your core competencies first instead of minimizing your value...have you ever felt like yesterday something wasn't part of my job, today it is, but tomorrow, well, I'll have to ask my manager? I have seen too many people put in those situations recently. The bad thing is they become too focused on doing nothing well. Their only focus becomes getting the business going or keeping it running. Good advice to all leaders in those situations has been to figure out your core competencies first. If your try to be all things at one time, nothing gets done well, it just gets done.
I know, I know, but the business will fall apart if we don't do these fourteen things. You have three choices: 1) Hire more people with those specific competencies. These people can either be employees or consultants, but get more help; 2) Start or change your client/customer expectations to include what can be done well; 3) Consider a phased approach to delivery.
The first one is simple. If you can afford and justify additional hands, great...problem solved. However, most of the time you can not. So, think of creative ways to use the talent you have to maximize their talents not their time. Having an executive stock shelves or a trainer pick out furniture, is not good for your business, nor their talents. By the time they get to lead or train, they are too exhausted and not in the right mindset to complete their tasks. Consider paying the furniture deliverers an extra tip to rearrange furniture or pay overtime to stock shelves. The task gets completed, without compromising the success of decision-making or learning later on.
The second option involves setting expectations. If you are 2-3 weeks away from launching a big product, store, or initiative, your marketing and communication need to coincide with what can be completely delivered when you launch or open the doors. If you do not have those Kermit Green rugs in before you open, because the vendor has delayed them, don't advertise them. If you want to be able to call your customers about appointments, but have not hired AND trained the staff to do so, don't set the expectation that this well be done. Once you set the expectation, you are being measured against it. Your customers expect to have a great experience based on what you have shared. If you do not share specific expectations, they will bring their own. The expectations game is like a picnic...everyone brings something for the feast...just watch out for Mother Nature and the ants...
The last item is using a phased approach to opening and growing your business. Do not buy 100,000 bags before you open so that you can save money on the order if you do not have a place to store them. Over plan the amount, but don't overstock. While you get a good deal on the paper or plastic, you get a larger mess in a small space and unhappy employees. If your vendor will allow it, ask to pay for 100,000 bags and have them delivered in increments of 10,000 for 10 months. This way, you pay less, but have less mess. And, your vendor has a sale it can count now. Phasing expectations can be difficult, think about what your customers expect first and add in the wow factors a little at a time. The product/service gets them in the door. However, the unique moments, those "bursts of excellence" that your employees provide keep them coming back. If your employees are burnt out because you stretched them too far outside their comfort level and talents, they will barely share sputters, let alone Bursts of Excellence.
Finally, figure out your core competencies before deciding to add people, set expectations, or phase your delivery. If you do not know what those competencies are and you are an existing business, ask your customers before growing. If you are a new business, do your homework...read, research, and shop your competition. Stick with those competencies when you first start the new venture. Traveling too far beyond them will minimize the value that your new product, service, and team bring to the table. Delivering beyond expectations is always good. However, that assumes you can deliver at expectations first...Good luck...enjoy...
Labels: bursts of excellence, competencies, customer service, expectations, phasing your business, set expectations
posted by John E. Murray, III at
4:11 PM
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