Four Practices That Yield Uncommon Results
By Lori & Bob Bomes
Language changes with incredible speed. In an effort to produce uncommon results, ever-seeking business professionals search for the latest and greatest new business jargon and concepts to apply to their organizations. Some of them have lasting significance, while others are trends to soon be replaced in priority level by the next one. Business Leaders need to understand, however, that the uncommon results they seek often emerge from using common sense to determine which new concepts to adopt as business practices.
For example, recall some of these common terms and concepts: Total Quality Management – Empowerment – Paradigm Shift – Management by Objectives – Thinking Outside of the Box – Participative Management – Bandwidth – Scorecard – Silos – Velocity – Scalability – Inclusion – Diversity—Transparency. Although noble in thought and value, applying every new business term and concept is not a good idea in companies—particularly when they are not in plain, simple language. The ever-changing jargon creates organizational chaos and confusion. In fact, the more jargon that becomes institutionalized, the more it diminishes its potentially positive impact.
The purpose of business jargon and concepts is to shape business practices. These four basic practices—based on common sense—must be an integral part of every successful organization:
I. Defining specific, measurable goals
II. Communicating goals to all in the company
III. Measuring what needs to be managed; and Integrating feedback
IV. Respecting all workers at all levels all of the time
Understanding the significance of each of these practices, both individually and collectively, empowers you to hold firm to these basics when considering whether or not to incorporate new business concepts into your company. These practices need to be consistent standards practiced at all levels of the organization.
I. DEFINING SPECIFIC, MEASURABLE GOALS
Establishing clear and specific goals measured regularly must be done continuously at all levels. People want to know where they are going; and what part they play in the overall direction of the organization. This clarity enables people to monitor their own progress. It also creates a sense of community and belonging that fosters people’s desire to contribute at a higher level.
II. COMMUNICATING GOALS TO ALL IN THE COMPANY
When workers at all levels have an understanding of the expectations of themselves and others within the context of the overall organization’s goals, an atmosphere of collaboration builds. The result is that less territoriality exists and true teamwork emerges.
III. MEASURING WHAT NEEDS TO BE MANAGED; AND INTEGRATING FEEDBACK
Ongoing and concise measurement is vital to knowing where your team stands in reaching your goals. Otherwise there is confusion, where a host of other organizational challenges develop which can reduce performance and productivity. Measurement identifies results—either formal or informal—and provides feedback opportunities regarding areas of success and areas for growth. Providing feedback is integral to improvement. As a common practice, catch people doing things right and acknowledge them for it. When there is need for improvement, address it objectively and proactively in a positive manner. In organizations where feedback is communicated objectively through the use of accurate measurement, the need for formalized “Performance Reviews” become unnecessary. Feedback must be frequent, fair and concise.
IV. RESPECTING ALL WORKERS AT ALL LEVELS ALL THE TIME
Creating an environment of respect needs to be modeled from the top down. In short, you get what you give. Management by example goes far in establishing respect as a guiding principle in action, rather than merely the word “Respect” being displayed on a wall. The results are often higher levels of performance metrics, more loyalty, and more commitment. Most people want to do their best for all the right reasons; and fostering respect as a standard practice is foundational to bringing out the best in people, which affects the organization’s success.
Although these four basic practices are simple actions that are easy to understand, they are not as easy to implement—particularly as everything has become more complex. In the dynamic, fast-changing business environment of today’s world, leaders need to keep common sense as a basis of their business practices. Those leaders who manage to selectively bridge new concepts to sound practices greatly increase their ability to produce uncommon results in their organization.