Recently, I’ve focused articles on processes for improving your sales funnel conversion, defining your brand, and beating your competition. All of these areas focus on enhancing your business. None of these topics would be successful without clearly defining your needs (or problems) at your company. So how can you rapidly identify areas for improvement? It may be as simple as going back to school.
A client recently hired me to teach some members in Beijing, and Wednesday night’s discussion rapidly got “off topic.” The materials being reviewed were so far removed from their sphere of operation that it made me appreciate several aspects of routine business.
- Your words (spoken or written) frame perspective.
- Trendy language relays (and replays) a moment in time.
- Without context, content (as well as message) becomes irrelevant.
Perspective
Some of the learning materials had intentional typographical errors, with the intention to convey a different social class or points of diversity, with the ultimate goal of discovering how to partner better regardless of education level, economic status, cultural impressions or work experience. Instead, the struggle became improving on a perceived team-members faults that would bring disharmony to the team and reality of how others saw or would see their team.
To resolve the laser-focus attention to the ways their Kaizen or Six Sigma processes could improve the “product” they were reviewing, I needed to reverse direction, establish historical context that was extraordinarily (but not surprisingly) absent, and then could help them identify as well as appreciate the framework as the tool; it wasn’t the project itself, but the way to get them engaged.
Result - The pause in the process was well-worth the extra time as the group was able to better focus.
Time
In our session yesterday, it was readily apparent that the domestic approach to business was not as easily translatable as the hiring client had expected. Rather than continuing on the fixed path, flexibility required explaining in their terms today what happened in some examples decades ago in order for them to appreciate the scenarios presented. The discussion would not have been as robust or self-illuminating, but now they applied the new information (originally not seen as relevant) to their own situation and rapidly moved ahead of the intended agenda.
Last month in an article, I referenced how industry jargon can only work if directly affected large game-changing practices—it was a direct action using correlation to time. If your client base is not “up to speed” on the latest technology or the process improvement techniques, for example, all of your accolades are meaningless as there is no comprehension of your impact to their problems.
Result - Tying expectation to reality improves a self-guided team’s organizational performance.
Context
To provide materials prior to the session for training was thought to be an efficiency to increase learning for the client’s needs (and frankly, to reduce costs). However, with essentially blind delivery of their pre-selected materials for discussion, it created “avenues for creativity,” meaning each person in the group identified a unique message that applied to his or her own situation—truly fabulous, except when none of their ideas were in line with the mission of the training.
There are times when employers wish they could embolden staff and stimulate creativity, yet invariably there are situations that “prompt” it when least expected. When we share ideas or develop an expectation for team members, it shows fallacy on the part of the manager when frameworks or “why” something is needed is not explained. People are much more willing to help solve problems when they understand the rationale behind the request.
Result - By providing clear process, creativity can be harnessed for improved business outcomes.
Communication success depends on its thoughtfulness and inclusiveness; context and timeframe influence perspectives through all areas of business (as well as government). It’s not only a smart global business framework, but one that can be used to improve all levels of an organization.
Confusion reduced allows for productivity increased.
Be certain that you are reaching your intended audience appropriately by thinking more about others and less about yourself.
Heather M. Hilliard is Principal and Chief Strategist for R. Roan Enterprises, LLC, a professional services consulting firm supporting businesses in pointed areas of expertise as well as with individuals for targeted projects or career development. For more articles like these, visit her posts on LinkedIn or on G+.
#seizetheday, #makeithappen
