Category: Uncategorized

  • Growing Up Or Growing Down?

    It’s interesting to me that once we reach the age of 21 in the UK we are considered all grown up. I’m not sure why 21 is so special. When it happened to me I was still getting the hang of being 18!

    A part of me wanted to shout…

    ‘Hey there world! Slow down a bit please! Being 18 feels like last week and now I’m 21 I’m supposed to be all confident and mature and I’m really not …give me time to adjust a bit pleeeaaase!’

    However, time marches on and we are left to make sense of who we are, often without any external support. My chemistry O-level was no use. Ditto German. Especially ditto physics (still a mystery how I passed that one, I’m convinced that my neat handwriting got me over the line).

    Our formal education comes to an abrupt halt right at the time when we are thrown into the world as adults and left to get on with it.

    Who decided on that?!

    If we are lucky then we will have savvy friends, a loving life partner and grounded parents to guide us. Of course, that’s if we bother to listen to them.

    It’s too easy to assume that parents know nothing and that we have nothing to learn.

    In my experience as a business coach it seems that many people simply take their 21st year and repeat it ad infinitum. Not everyone does of course, some people do a fine job of reflecting on their mistakes and learning from them.

    It is the job of all of us to grow up again.

    This may sound patronising at first, until we realise that, often, none of our adult life was catered for at school. Except perhaps catering.

    Being in business is like diving into a fast flowing river and realising that our school swimming lessons don’t really cut it.

    For sure, we all learned to tread water in our pyjamas, but that’s not so helpful when, to extend my metaphor, we are swimming about now in a business suit and carrying a laptop.

    Our business success is dependent on how we conduct ourselves and that’s contingent upon acting as a grown up.

    Rational. Humble. Thoughtful. And with a learning mindset.

    We need to make rational decisions and not dive in and follow our heart.

    We need to be humble enough to learn from others, own our mistakes, say sorry with sincerity and remember that plenty of other people are smarter than we are and a great source of inspiration to us.

    We need to be thoughtful by asking good questions, allowing time for reflection and by researching options.

    Options protect us from the dangerous business syllogism that runs:

    I must do something / this is something / I must do this.

    No! Do nothing. Research. Wait. Think. Review. Make a calculated decision.

    And we need to be open to new learning. All the time. Every day.

    Here’s a pinch point to test whether we are growing up, or growing down:

    Q. Do you turn up to work on time, every day?

    Being on time recognises that we are in a formal contract, that this is an adult world and that we are being paid.

    Being late, even if only by a couple of minutes, shows our contempt for our contract and our colleagues. If we were paid late we’d soon get cross, so why are we surprised when people criticise us for our time keeping?

    This week we can all take an honest look at our behaviour. Are we growing up, or are we growing down?

    If it’s the latter, what truth do we need to recognise? What are we going to do about it?

    Sulk?

    Or sigh, admit we need some support and then go and get it?

    The choice is ours. However, if we’re in business we need to continually make good choices in order to survive.

    Happy growing up again!

    Next week: Three Cool Books!

  • Measure Me Stupid!

    Do you like numbers? Do you have a favourite number? Mine is lucky 7 …probably a common choice. Maybe I should upgrade it to lucky number …er… 37? 29?

    Can a number be lucky? Perhaps we should consult a lottery winner…I’m sure they think they are!

    However, whether they are lucky or not, numbers surround us, guide us and rule us.

    Speed limits, free gigabytes of download capacity, tax percentages, calories eaten and steps walked.

    I don’t remember having so many numbers in my life as a child. Life seemed easier then, when my favourite number was 3, because that was the number of books I could borrow each Saturday from the local library. Three books…heady stuff!

    That was back before the internet and the rise of smartphones. Useful things, but creators of more numbers in our lives than we really need.

    Business loves numbers too. One persistent and annoying number in business is the month end sales total.

    On the face of it, it makes sense to track what is despatched each month, pegged against a target.

    The problem is though that this can drive poor organisational behaviour. People work to meet the target, rather than working for the best interests of the business.

    I worked with a client a few weeks ago who was shipping the wrong mix of products in order to meet their sales targets. The right mix would have kept more customers happy, been easier to pack and ship, but would have meant the sales target would not have been met.

    Which in turn meant that bonus payments to staff would not have happened.

    People work to the measurement.

    If the measure encourages them to perform in a certain way they will rise to the challenge. A bonus option just cements in the problem, reduces flexibility and curtails thinking.

    As the saying goes… if you measure me stupid then I will act stupid.

    A better solution to the month end dive for the finish line is to report output as it happens and measure it against a 3 month target.

    This allows for monthly variations and removes the cliff edge of a final week of rushing to get things out of the door, or in the post.

    In the world of Lean process improvement a useful measure is On Time In Full.

    If this is a high number then we have happy customers. They don’t care about our sales targets, they simply want their products as per their requirements.

    How many useful measures do you have in your organisation?

    How much time and effort is wasted through measures that are meant well, but drive disruption and poor use of resources?

    Maybe it’s time for us all to take a fresh look at the numbers in our business and audit their usefulness. Perhaps some of them are not so lucky!

    Next week: Growing Up Or Growing Down?