ARTICLE TEXT:
WHAT'S
THE DIFFERENCE?
There
is a difference!
For
some time recruitment advertisements which invite applications
from those who want to make a difference have unsettled
me. Something didn't fit well, particularly in placements
for employment in the public service.
It
is only in recent times that it has registered that just
showing up for work can and does make a difference.
Appearance at the work place alone can be the difference
between needing to, or not needing to, seek temporary or
casual employees, the reassignment of tasks and the rescheduling
of projects and time limits.
Sadly,
too many people are in reality, paid appearance money to
make a difference, albeit insignificantly small.
Daring
to be different is an entirely different proposition.
Actual, perceived and imagined parameters, boundaries and
barriers can be and often should be shattered, to make a
real difference.
Compliance
and conformity are phrases often uttered and are concepts
that are repeatedly applied by accountants, lawyers and
engineers. Some aspects of life, business and society
demand compliance and conformity for cohesion and unity.
However, progress, development and innovation dictate
adherence to the underlying philosophy of “daring to be
different”.
Optimal
performance is the reality for those who transcend
from asking the questions “what?” to take the quantum leap
to pose “why?” and, more importantly, “why not?”.
Since
the onset of the global financial crisis during 2008 centralised
decision making by Boards of Directors and senior management
cabals has limited the scope and inclination for other line
managers to make meaningful decisions.
Risk
has been removed from most corporate lexicons.
ASK
QUESTIONS
Top-down
decision making is typically unidirectional. It does
not encourage participation or feedback.
Business
owners and managers who tell subordinates what decisions
have been made limit, if not deny, the advantages and benefits
of the differing perceptions of staff and their invaluable
insights on clients and customers needs, desires, aspirations
and expressions.
Discussions
in such instances tend to be an imparting of what must be
done. It can promote conformity, compliance and uniformity.
Efficiency can improve.
There
is a better way.
Creative
and innovative leaders are utilising the current testing
times to promote, encourage, endorse and support input for
all team members. The subtle art of asking questions
provides the promise and reality of numerous rewards, not
the least of which are commitments from and the motivations
of staff members. For example:-
“Why”
do we do things this way?
“Why
not” try something different?
The
proposition may be simplistic or perhaps, naïve.
Consider
this point. Each year countless millions of dollars
are spent by entities, under authority of senior management
teams, to retain external market research practices to conduct
research. The skills set of these professionals does
not extend to providing answers. In reality, their
expertise and experience is contained to being able to ask
questions.
It
is the respondents who provide the answers, and with them
the insights, perceptions and intelligence for managers
to make decisions. Therefore, why is it not possible
or desirable for managers to ask fundamental questions centred
on “why?” and “why not?” to those team members who most
interact with, service and satisfy existing, prospective,
lost and past clients?
Indeed,
it is possible to convert a questions into a challenge.
For example, “why?”
and “why not?” can be readily refined to “why can't we?”.
That will make a difference!
Be
assured, the outcomes of facilitating interactive business
development workshops with accountants, pharmacists, engineers,
wholesalers, financial planners, bankers, radio station
executives and manufacturers underscore the widespread presence
of unrecognised, unrealised and unfulfilled creative thoughts
of team members who could, would, will and have contributed,
if only they were asked.
STARTING
POINTS
Two
great starting points to embrace and try out the “questioning”
philosophy are:
•
Inventories
•
Customer/Client Bases
Both
aspects of business can be and often are costly, non productive
burdens on private and public sector entities.
Stock
items and clients (suspects and objects!!!) which are unwanted,
obsolete and irrelevant consume time, money and resources
with little or no economic returns.
The
proposition: “Why can't we” dispose of, sell or pass-on
inventory and client listings can and often does re-energise
staff members, processes and the buying patterns of clients
and customers.
Any
such assertive action requires objectivity and detachment.
There is little or no scope available for emotions,
sentiment or nostalgia. Each of those can be found
in abundance in movie theatres and within faltering trading
groups.
One
final principle that should be recognised, respected and
adhered to is:-
Don't
Shoot Short
Be
radical. Current circumstances demand nothing less.
Oh,
and one final thing….
Dare
to be different.
