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CHANGE … which Values and Empowers your Team January 28, 2016

Posted by PerformDetectiv in Business Excellence, Change Management, Leadership, Learning Organization, Process Improvement, Team Building, Uncategorized.
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Many people find it extremely difficult to grow their organizations, because they feel that size alone restricts their ability to manage the company expansion, while still trying to maintain the same feel and culture. They sense that they can’t be on top of all of the issues as they have in the past… Guess what? … You can’t!
The critical element is that this is very much about scaling an approach of excellence across new people, new processes and then getting the desired results. The “why” of valuing your people is really the solution to the issue of managing your growth while scaling with an eye to quality. More importantly when you are people-centric you now have the ability to be the leader not the manager. This approach encourages the growth you so desperately want to encourage.

Six Rules for Change - Diagram by Esther Derby
Even more importantly, you can now duplicate and innovate as you grow because your people bring their best ideas as well. It is all about insuring that there will be ongoing productivity and your team itself can respond to challenges that may not exist currently.

The critical question then becomes “how” can I accomplish this… when I have been hands-on for such a long time? This can be a challenge but begin to build a team you can trust and then connect with them. You should know, and they should know, that you will always back them up with your support when they take care in their decision making. Be consistent in your expectations and your feedback. An article by Jeff Haden, that was in Inc Magazine, may quickly offer you a sense of these ideas and why it is so important.

You should set objectives that make sense and expectations that are transparent to your team. The balance comes in your people leadership, and how you respond to your employees and celebrate their success and innovation. If there is a need to critique or criticize, don’t do it in a public forum that would serve to embarrass or impede that enthusiasm. Encourage a sense of value for ways to continually enhance the process and increase the product improvement.

This is a way to grow … and more importantly grow your team in the process.

Dan Werner
The Performance Detective

Cowboys Vision of Planning Excellence January 20, 2016

Posted by PerformDetectiv in Action Planning, Business Excellence, Business Strategy, Excellence, Leadership, Process Improvement, Team Building.
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Cowboys Headquarters Ground Breaking

Being part of a small Business Team that constantly strives for excellence both on and off the field, is of necessity both constantly challenging and always a continuous improvement process. I had the good fortune to work alongside both Tex Schramm, the Cowboys President and Tom Landry, our Legendary Head Coach, for over 16 years. The approach was consistent in every aspect… how can we find success in the smallest of details and how can we improve on the previous results. A restless pursuit of excellence in each facet of our business.

So to was the approach in our Headquarters plans for a new home in the early 80’s. We were looking for a dynamic way to achieve both the advantages of more working space with the ingenuity of making a statement of who we really were in the sports world. Rick Gosselin, columnist from the Dallas Morning News, interviewed me for his recent article about our blueprint to uncover that vision for excellence.

Tex had a dream as did Coach Landry that you set yourself apart by expecting more. Those of us on the inside were part of a daily effort to think through vital ways that would update and improve our final product. We lived an approach that assumed that vigilance and innovation can be embraced especially when it is well planned and executed. Pride of authorship was not even an option as it was always about uncovering ways for vital improvement.

The importance of the facilities alone was not in the buildings but in the overall . We were making decisions on a daily basis that impacted new ways to innovate. Long before there was a premium on business school analysis or the latest book on business excellence; we were constantly looking for new opportunities to improve. Every day we looked for new ways in finding and selecting talent, in understanding better training regimes, in creating business initiatives, in process improvement, the game day experience, quality control, change management, system utilization, and ultimately fan and customer service. The lessons would guide any business today on a track for excellence.

To be part of that all inclusive approach is to live and breathe that commitment. It is not about the planning but in understanding that each of the people on your team bring great ideas and realizing it is possible to go from good to great in every effort. We reached for the best because we believed and we were believed in!.

Dan Werner
The Performance Detective

Becoming a Great Learning Organization January 15, 2016

Posted by PerformDetectiv in Business Excellence, Change Management, Excellence, Learning Organization, Process Improvement, Team Building.
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We use all sorts of words to describe a variety of today’s organizations that want to achieve a high level of excellence in their daily process and product. Very early on in this effort, we set out to identify best practices that seem to help us identify and repeatedly function at a level above the competition. We seek ways that allow us to further capture an improving and Continuous Improvement process to then stay on top.

This Learning Organization model can have some built in pitfalls because of the expectations we put on our people as well. A recent Harvard Business article (with over a decade of research) identified some of the human impacts and reactions that we face in this push for a rush to excellence. It stated that “Biases cause people to focus too much on success, take action too quickly, try too hard to fit in, and depend too much on experts.”

In the process of identifying what we do and how we do it, the process becomes all encompassing. We create a vision of what we really want to accomplish. There becomes a real urgency to take advantage of this new mindset. We push forward to implement and try to effectively communicate the change. We then find a way to establish the improved process as a standard. Researchers and Professors like John Kotter have frequently delineated many of the steps that are necessarily part of effectively rolling out a real “Change Initiative”.

On the people side of the whole effort, we then have the some traditional biases crepe in. Example is the fear of failure or how we each see ourselves respond, either from learning to grow or others that are so fixed in their ways that they can’t grow or adapt. So management responds to a demand for action and ways to then also measure that action. Sometimes less is indeed more in the whole process.

One of the things that I learned early on, is that failure plays a stronger role in the strength of real learning than success does. You literally need to work harder to insure that a growing department or new group really understand the minutia behind attained success. It was a lesson from the sports world but really applies in an even greater sense in a traditional business environment.

A critical element that is obvious, is you need to hire good and thoughtful people, but also hire people that know you want them to offer their input. If you aren’t going to encourage your people to be part of the solution you will never establish a continuous improvement model. Within this approach you truly want your people to build from their own strengths and on their own strengths.

I have a personal critique that you also need to uncover not only your team’s strengths but identify their own natural weaknesses. What a gift to offer both to your people. If done correctly it will also build a more realistic Team Environment, and prevent people from sharing their own “strengths” as a kind of free pass to try and dominate new change decisions.

The second to last piece can be difficult as well. A Harvard Business Journal article indicated that you may be too inclined to rely on outside experts to bring the level of expertise to the team. In today’s world it is quickly overdone and over emphasized. Educational credentials only go so far. You have to be able to build consensus and expertise within the organization. Direction is one thing but involvement and actions are imperative.

Finally communication becomes the ongoing challenge at every turn. It is critical to insure that you believe and involve all of your people in the learning movement. You can’t have a process which says only management has a role in defining what we do and how we do it. You need buy-in and actions which are driven by actual ideas from your hands-on-team. This approach will either allow you to drive forward in quickly finding real adoption or spiral into a world of inconsistency and repeatable team progress. An Involved Business Team will find the way to succeed.

Dan Werner
The Performance Detective

Customer Service Excellence – a Total Approach January 8, 2016

Posted by PerformDetectiv in Business Excellence, Change Management, Customer Experience, Customer Service Excellence, Excellence, Process Improvement, Training.
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The conversation was initially about mastering the art of delivering Customer Excellence. It came up in a specific conversation, but it doesn’t really matter whether it was first needed at the factory, at the point-of-sale, within a complaint communication or even at a Call Center. Everyone agrees that they want a better way to maximize a positive Customer Experience.
There has been a lot of studies to try to determine how Excellence exists in any business (Peters, Blanchard, Collins, etc) and how it is developed and maintained. For purposes of this discussion it has all to do with responding to and interacting with a customer. I would argue that being proactive on the front end, before any “complaint” develops, is also crucial to the entire outcome. But let’s just say in this review we want to only address the Customer Experience and Customer Service element.

I was specifically asked how we managed the process and delivery of the experience. What most people understand is that effectively planning and then training your people is critical. My own argument is that you need to first vitally understand that all of your people come from a different learning make-up. However if you understand the importance of an empowered training program then it comes down to some critical implementation and action steps.

It is important to involve all of your people in realizing the true value of empathizing with your clients and re-enforce that regularly. Secondly the message needs to be focused on handling the customer concern professionally and with more than just words. Third there needs to be a critical follow-up that insures that you demonstrate you want your customer to be satisfied not just pacified. I would say that Gregg Lederman does a great job of drilling down into your employees intrinsic involvement as described in his book “Engaged“. In fact Greg also relates that with your own people it’s initially 1% training and ultimately 99% reminding.

I differ in the actual percentage required for the proper training program like in The Amazement Revolution by Shep Hyken he illustrates Seven Strategies to drive the Customer Service Experience. Change is also part of this internal process and it requires knowing and practice. The psychology behind what your people actually say to a customer or client needs to be learned. You can leave the wrong impression if something is simply voiced with the wrong words, tonal quality or even facial expression.

Finally the ability to maintain this progress and insure the approach with your own people is more about The Power of Thanks (Eric Mosley and Derek Irvine) than just a reminder. It’s really not about simply ranking outcome performance or listening in on conversations. Build up your team and you’ll build that performance which your customers will feel and genuinely appreciate.

Dan Werner
The Performance Detective

Make Business Operations Understandable – Just Run it! June 1, 2012

Posted by PerformDetectiv in Action Planning, Business Analysis, Business Excellence, Business Strategy, Excellence, Leadership, Process Improvement.
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In today’s business news… many authors develop a complex scheme for either the roll-out of an initial  business plan or the careful measurement of an ongoing process improvement strategy. It’s always refreshing to see someone break it down to the elements that allow small and medium size businesses to both understand the process and more importantly implement changes that make sense.

In today’s world of sound bites and social media cryptic comments, it is also helpful to bring the basics of sound planning and common sense to the entire process.  Dick Cross (  http://dickcross.com/about-dick ) wrote the book Just Run It! ( http://dickcross.com/just-run-it ) to accomplish that and much more.  What resonates about his approach is that many of us ( @PerformDetectiv ) have already been using these same approaches to help entrepreneurial leaders get a handle on the basic elements of their business without losing them in the process.

Dick’s four dimensions that describe all businesses are intuitive in that they capture the essence of  our efforts; what are our needs, how are we positioned, who are our customers, and what are our competencies.  These basics can indeed be understood from the back of an envelope or in short order by any member of the business team.

The other areas of exploration include understanding analytics and using metrics to stay up with changes. His “Vision Strategy Execution” really takes theory and roll-out from “tactical” to “practical”. He also understands that it then becomes important to stay up with the changing business environment to remain nimble in our ever evolving economic landscape. He dots the i’s and crosses the t’s with his “VERDICT” approach and actions going forward.

Along the way he emphasizes the importance of getting-the-word-out and the refreshing understanding that “endorsements” and “satisfied customers” will grow the business ten times more than any effort to just advertise or use traditional promotional tools.

This is a very healthy understanding of how business really works and growing your bottom line. A terrific read and thorough approach … How to succeed by understanding… and trying!

Use Vision, Strategy and Execution…

The Performance Detective

@PerformDetectiv

Habits of Spectacularly Successful Organizations January 17, 2012

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Since the late 70’s we have taken a microscopic focus at what comprises successful business strategy.  It began with an evaluation of organizations by McKinsey which only secondarily looked at both “structure and people”.  Of course that initial  work was made popular by Peters and Waterman that began looking  into organizational successes.  The investigations eventually  talked about the reasons behind the  success of  business teams and companies  and then tried to identify what common threads and  practical qualities existed among those highly successful organizations as proposed in the first book “In Search of Excellence”.  After the original book was published  the business community became smitten with the book’s popularity which then helped spark  the entire “Excellence” phenomenon.  Since then many authors  have also looked in depth at better techniques to realize excellence like Ken Blanchard and his “One Minute”  type of approach.  Then there have been additional examples of company excellence illustrated by Jim Collins in “Good to Great”, which followed with multiple examples  identifying who is successful, why they continue and how all of us can  nurture our own successful organizations. The common thread seems to be recognition of building a great organization that continues to flourish, more like building a well designed clock that will operate flawlessly for many years and in many environments.

Recently in the January Forbes article, by Eric Jackson , he refreshed  Sydney Finkelstein’s “Why Smart Executives Fail” Study with Finkelstein’s 2004 list of red flags, the Seven Habits of  Spectacularly Unsuccessful Executives…

Habit #1:  They see themselves and their companies as dominating their environment

Habit #2:  They have no clear boundary between their personal interests and their corporation’s interests

Habit #3:  They think they have all the answers

Habit #4:  They ruthlessly eliminate anyone who isn’t completely behind them

Habit #5: They are consummate spokespersons, obsessed with the company image

Habit #6: They underestimate obstacles

Habit #7: They stubbornly rely on what worked for them in the past

 

We should focus on the importance of positive actions, recognize what are the positive  “Do’s” … what real traits and business acumen  should we engage in for a maintaining a path for personal and business excellence?

It is paramount that people focus  the hardest when you are on top, knowing that the natural inclination is to enjoy the success and forget about your competition.  The entire organization needs a good deal of “team-empowerment” and insuring the consistent “message” that everyone delivers, not just one person or one department.   One person or even one area never has all of the answers and therefore it is prudent to be vigilant about your competition and your customer’s changing needs.  In that same effort you need an operating environment that is conducive to bringing competing visions and welcomes all of your people who are willing to be thoughtful about delivering alternative visions.  The brand and message is very important but only as it delivers on quality and performance not the staleness of a never changing product or service.  As we look forward it is important to understand the economic landscape and, just like within a classic “SWOT study”, you need to appreciate both your strengths and be aware of your vulnerabilities.  Lastly knowing what worked in the past is only important in that it is a benchmark for the type of approach that was taken and not as a boilerplate for exact details moving forward.  As technologies and popularities change so to must the way businesses plan offerings and execute for the changing future.

Very often the people closest to the action are frozen  by either “bad habits” or misplaced “confidence”.   It frequently takes an objective eye and an impartial Detective to help organize a compelling vision and insure a new action-plan for the future.   Excellence is a destination and a journey which takes a real focus, a strong commitment, a relevant plan and a team all working in tandem.  Don’t sacrifice the future because you were caught up in a  successful moment-in-time.

The Performance Detective

Speed, Simplicity, Clarity … in a drive for Excellence July 1, 2011

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Speed, Simplicity, Clarity… in a drive for Excellence

What does it take to be really  be “Good” at a business today.  Many times we differentiate our discussion for either an early stage business effort or a rework of an existing business.  Essentially it has a whole lot to do with the size of the business and what it takes to accomplish positive change or new growth.  We can focus on the dynamics of delivering a service or a product, but success is in laying out a first approach or a new approach  as the identified goal.  We have an idea that things can be done better or faster or cheaper or the end result/product is just more enjoyable.

So how do we get there?  Many business analysts will provide case studies or approaches for who has succeeded in building the better mousetrap.  Businesses themselves have spent millions trying to get better or just improve in terms of; costs, efficiency, quality, productivity, satisfaction and ultimately profit.

Bottom line is that we evaluate by some sort of results measurement.  How we successfully get to that point is al about how we engage our people in this process.  Success is not only dependent on reaching toward our vision and on our clarity of purpose,  but also on developing a consistent approach which optimizes “what “ we are really intending to deliver to our customers, then optimize time, effort, quality and costs.   If we look at the overall approach of folks like Jason and David at 37 Signals,  they offer that the ultimate strength of success is all about our efficiency in… what we do?… how we do it? … and why we do it?  The power is in the efficient execution and understanding of the essential purpose.

As a detective and coach for bringing excellence to business… I agree that being focused on identifying a shorter and simpler path can be a lynchpin for productivity, it is also ultimately as critical that we stay centered on what measure of excellence we want brought to the entire process.  We are all creatures of habit and by valuing what we do and why we do it, it becomes essential to motivate our people to exceed  and innovate in the entire length of the process from selling to production and from delivery to follow-up.  Better yet… involve your people in the development, identification and execution of real process improvement.  Just do it!

The Performance Detective  @PerformDetectiv

Leading Change … but First Energize your Team March 11, 2011

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It has become so popular in Corporate America and especially for business pundits to latch on to the latest methodologies for Change and Performance Improvement.  We readily encourage and talk about the next greatest approach to improving success.  Perhaps it is the competitive nature of finding the corporate fountain of youth but certainly it is fostered by the entire race for businesses to realize new ways to somehow be better and faster and then produce it cheaper.  Somewhere along the way we have lost the vision of what it really takes to properly identify, plan for and ultimately sustain that goal.

We can look through the business literature and realize a solid evolution of finding ways for quality initiatives, effective lean processes, higher employee productivity, process re-engineering, merger and acquisition integrations, product improvement, customer service enhancements.  But where and how do we identify where to begin and what is most important to focus on. Given the complexity it is quite easy to see that we have generally not done a good job at maintaining our focus nor our objectives in this effort.  We find that in many areas American products and many services are less than enthusiastically received.

So what must we do, if we are indeed serious about competing, if not on the global level then within our own country and state or just within our own city.  Quite frankly there are many “How to?” processes and techniques from lots of different and talented sources.  It can be said that we must focus on the obvious first… but sometimes that “elephant in the room” is more of a symptom of bigger or more fundamental issues. It can accurately be said that any call-to-arms is of necessity a request for the entire team to be engaged… and at a very early stage.

One of the leading change authors has highlighted that there first needs to be a sense of urgency, built around a core group that then develops an identifiable vision.  The process then needs to insure that there is a actionable strategy a that can be communicated and taken to core employees for the beginning implementation.  Finally an ongoing process of short term wins which can consolidate and preserve the change and ultimately find ways to solidify the new approaches.  Sounds pretty solid … but it’s also related that this process eventually breaks-down more often than it succeeds.

So what can be done to help the “Change Process” along? Well it may seem simplistic but most of the time the success or failure ends to fall squarely on our inability to effectively communicate with and among all of the team members.  Once again there is a fundamental difference between leadership and management but more importantly there is a tremendous cavern between building understanding and building acceptance.  Part of this rush to perform, has been the constant emphasis for new companies that are raised on a promise of a quick IPO or potential for near term acquisition.  Somewhere we have lost the fundamentals of what makes and breaks great companies.

The sense for just needing to find increased effectiveness is a very common desire.  That productivity and performance enhancement can usually dramatically help the bottom line, but just as quickly a poorly designed program can fall apart and evaporate.  Maybe the most important element is that we all want lasting transformations to be enduring, and the only way to truly do this, is by following a plan that all of your people buy into.  So how can that happen and how is it managed?

The first step is to know your team and more importantly for each member of the team to know how to value each other, differences and all.  Second it becomes essential that the business team can effectively communicate and interact with one another.  The third step is to stress working at a higher level to infuse a new value for proper change behavior.   Fourth is to begin to understand that not everyone is able to accept change, much less being able to contribute to it.  Fifth all of this needs to be measured and communicated regularly in a positive light to the entire team. When you can regularly see the ongoing results, and it is obvious that the company and its management actually value and care about it, then you have chance to succeed.

Identify that Change is really an approach for a valued culture switch which respects well thought out innovation and continuous improvement, not just following the existing status quo. Remember that your people have the untold power to make or break all your great initiatives… make it “their initiatives”.

The Performance Detective

Lean Six Sigma… TQM from Alpha to Omega September 14, 2010

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What is the best current business quality process?  Which business expert represents the strongest variation for quality adjustment?  What can really be derived from a new quality strategy?  What makes an approach popular for a while and then fall out of favor?  Can it be determined what the very best approach is for my business?  What makes a product or service truly “excellent”?    This analysis of Quality Management is meant to expand the basic notion that quality improvement is mainly for a manufacturing application.  The fundamental quality process improvement should be even more critical in a non manufacturing application because of the influence on your People, your Process and your bottom line Performance.

The most expansive business theories have evolved over time with new people putting a slightly different twist or a new spin to make these practices more appealing and ultimately more productive. As you will appreciate, regardless of the tactics, it is strategically more important for all of your people to first understand the basics of “Who, What, When, Where, Why and How” then to jump in and immediately try and implement quality improvements.  A pragmatic approach is all about achieving measureable results and eventually maintaining vital change in a permanent way and realize new team impetus for the entire organization.

As a short history… earliest records show that the ancient Greeks and early Chinese recorded the quality concept of Continuous Improvement.  The roots of today’s Quality Management can be tracked to the early production ideas of the20’s and later concepts pioneered in Japan in the 40’s by Americans; Deming, Drucker, Feigenbum and Juran.  Later Japanese quality experts like Shingo and Taguchi expanded the original models along with newer American quality initiatives extensively written about in the 70’s 80’s and 90’s.

The roots of Quality Assessment and Total Quality Management (TQM) go back to early efforts for uncovering and optimizing the best of breed practices.  In TQM organizations the customer holds a dynamic position and the quality organization measures their progress from the customer perspective. But quality focused companies know that the commitment of the entire organization ( the “total” of TQM) creates an even stronger and more impactful benefit.  The four key targets of the quality approach insures that your product/service be consistent, meet your customer needs, be delivered on a timely basis and is offered at a fair price.  Committed TQM organizations also know that the task of staying competitive is ongoing and also demands continuous monitoring and a strong mechanism for ongoing process improvement.

The overarching success or failure of any Quality initiative is comprehensive participation and purposeful commitment to the entire quality effort.  This approach requires and “all in commitment” from top management, supervisors, and all of your team.  It demands that the process and your people commit to an action that is vital, precisely understood, properly trained for, continually engaged in and vitally encouraged to act upon.  This also means that you nurture an environment that demonstrate to all of your people that they are valued for their input and empowered to learn about the entire process within the cross functional quality teams you will establish.

So what is the main difference between TQM (Deming) and the popular Six Sigma? A quick assessment of the two quality programs is  offers that TQM improves quality by adhering to internal requirements and Six Sigma focuses on improving quality and by reducing defects.  In today’s world the current popular quality efforts also blends together “Lean and Six Sigma” which  adds the critical elements of low cost and increased productivity.  The drive for Business Excellence is a secondary advantage here but potentially more important as the company realizes an empowered work environment and a new sense of the possible with a higher level of personal achievement and product awareness.

A quick assessment of the Six Sigma action program allows for five core steps in implementing the quality changes following the “DMAIC” process;  Define, Measure, Analyze, Improve and Control.  The hidden component of the entire program is the emphasis to effectively and regularly communicate your progress.  This communication reaffirms both the needed  action for the implemented changes and also critical interaction with all of the stakeholders.  The last critical element to maintain these changes, is effectively utilizing some form of Kaizen, which means enacting a strong Continuous Improvement program to insure the recording and implementation of the vital changes you have identified.

I was fortunate to be involved with a world class organization that conducted quality efforts throughout the organization. That attitude started with the smallest self-evaluation of all processes, identifying key elements for critical procedures and pursuing a goal of Business Excellence long before it was popular as a business philosophy.  For a final overview let’s take a pragmatic view of business excellence, one  that companies should regularly strive to achieve.  Businesses usually define profitability by the volume of sales, the perceived value that the product/service possesses, and the efficiency with which the product is produced.  To cut-to-the-chase many people simply refer to it as “How fast, how good, and how cheap”.

For Business Excellence each area requires attention and an understanding of techniques needed to  manage them. “How Fast” is a combination of quality manufacturing techniques and cycle time improvement.  “How Good” is enhanced by setting a high level of quality and continuous  improvement.  Finally “How Cheap” is a variety of Rational Management Processes which include cycle time improvement, waste reduction and lean elements as well as a strong commitment to a total value process like Kepner-Tregoe.

In summary this circles back to our original set of questions and ultimately… What does it take to successfully drive a “Quality Management” implementation? We suggest that no matter what else is technically included within a quality program,  the fundamentals of any implementation must :

1)      A fulltime quality leader who oversees a formal process moving forward.

2)      From the top down the organization must be committed and involved in the effort.

3)      Identify the new vision for why and what it is to be accomplished.

4)      The entire business team should be involved, acknowledged and encouraged to contribute.

5)      A system of measurement and metrics is necessary at multiple points in the process.

6)      A dynamic and interactive knowledge management system for improvements and training.

7)      Develop a regular schedule for updates, challenges and new ideas.

8)      Establish your customers as the driver for identifying the areas of effective improvement and the ultimate measure of realized success.

9)      Make the entire process challenging and contagious for all team members  as their motivated involvement is an ultimate and lasting benefit in and of itself.

We can address the essential elements of Quality…  so take the initial steps and  discuss the challenges that you may face.  First you must identify the fundamental challenge you wish  to resolve and secondly  you must understand if you already have in place the team necessary to move forward with a new commitment to real Quality Excellence.

The Performance Detective

Maintain your Best Practices or start a Continuous Improvement Initiative or begin a Change Management program? March 1, 2010

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The question for thousands of small to medium-sized businesses is really… in what direction should we be moving?  Most successful smaller companies have enjoyed a reasonable amount of continuing business.  But they want or need to be vigilant or proactive as they move forward.  So what direction or business element should you be looking at?  Too many companies take an either/or approach in what to monitor within their own business.

An effective first approach is to both carefully evaluate the direction of the market and also measure your own customer’s temperature. It is imperative to also look internally at what you are currently doing and find out if you can improve your own effectiveness.  When and organization is most successful it provides for a measure of continuous improvement and engages its own employees in this active process.

Frequently we take a snapshot look at what we do and fail the litmus test of building a dynamic organization where our own people consistently contribute and grow our best practices. Why is it so easy to forget about the actual process that started the business down a road of growth and expansion?

People and the energy of their approach make just as much a difference as all of the attention paid to good planning and the ongoing concerns over the details of product or services delivery.  Today, companies that  look at their operations as a morphing target are more likely to be successful in the long run.  The expression that everything changes and nothing stays the same continues to be the challenge of today’s business environment regardless of the economic playing field.

Begin to know why you are doing the things you do and you will have a greater appreciation of how to be conducting your business.

The Performance Detective