(Original article first published in March 2016)
Although, it can?be argued that many of the?points below are straight forward, self-evident and?simply common sense, because in fact, they are. ?It's equally apparent that in a?world where we're typically trying?to deliver multiple improvements and efficiency gains, that?much of what follows is sometimes?forgotten or given little consideration. ?
Additionally, in organisations?where improvement work?is given only 'lip service' and is classed as low priority, the often desperate struggle by those involved to keep it on the corporate agenda can sometimes overshadow a systematic and thoughtful approach.
So here goes. Not a comprehensive list of ideas, but hopefully there’s something you can?draw on when considering how your organisations work and how they can improve.?
1.? We all have customers and we all are customers
- Never forget that you have customers (obviously important), but also that you yourself are a customer.
- To succeed in any project, where possible, be clear upfront about what you need from your sponsor, colleagues, process owners, related departments, or other 'suppliers', including timescales for when you need their help.
- Always communicate these?needs and explain the impact on?your project and the organisation should?any of your ‘suppliers' fail. ?Ensure a?'no impact, so no problem if I don't deliver' mind set can't be?adopted by those critical to your success. ?
- Finally, just in case you need one, have a contingency plan if you can. ?
2.? Keep your eyes open to improvement opportunities
- It’s not always going to involve the ‘rainmaking’ strategy changing projects you might wish to work on, but you can be sure that small improvements can usually be made easily and everywhere.
- You can also be sure that small improvement opportunities if taken will sum to a significantly more capable process long term - 'the sum of the parts really can?be greater than the whole'. ?
- Given rapid advances in technology, best practice and changing customer needs there’s ‘always a better way’ - so just make sure you’re constantly?looking for it.
- Try also?to always encourage?others to do the same.
3.? Everyone’s busy and effort requires a reason
- If you want someone to go the extra mile you need to give them a reason to.
- Clarity of what you want and when you want it needs to be matched by an understanding of why you want it?and?the impact?it’ll have on your stakeholders (especially those you're canvassing for help and support).
- Remember, if your colleagues don't?understand the merits of the destination you're?seeking then they?are unlikely to join you on the??journey. ?And certainly won't carry your pack!
4.? Change requires you capture both hearts and minds
- The logic works and it’s common sense to make the change, but you're still not moving forward? ?Well, 'there's nothing as funny as folk', or the?decisions they make, as the old expression suggests.
- In a world of competing projects and increasingly finite resources, even great ideas need to be sold, sold hard and sold again (and again!).
- Think of your stakeholders, what ‘makes them tick’ and constantly outline why your idea should be so attractive, specifically to them.
- Think Pareto and have a 'stakeholder strategy'?to?get your idea in to the 20 percent perceived as having maximum impact. Look to differentiate from?the majority of ideas that will?never be taken up or?explored. ??
5.? A complex analysis, requires a simple conclusion & simple communication
- Your analysis is?your journey and your?conclusions the?destination.
- For business stakeholders, however, no matter how interesting your journey, it's the?destination?they need to know and agree with.
- An outline of the conclusion to your journey predicates any decision to support (or not) and the?simpler this?can be?conveyed the quicker you can get to your?goal of a 'Yes' (or maybe a 'No' if you ignore Point 4).
- Conclusions first,?analysis to back you up. ?Keep it simple and keep your communication priorities in that order.
6.? Get an advocate to get ahead
- When the going gets tough even the tough need support and the more powerful your advocates the easier organisational change will?be.
- Advocates should include Executives, Senior Management, Project Champions and Sponsors, but also the 'opinion formers' found at?all levels.
- And if?they’re not on your side right now, you need to ask why and what needs to be done to align their views in the way that you need. ?
- You'll get to your goal?quicker?and it will feel so much better once you've got the right backing. ?Work on this early and you'll avoid 'project stalls' and minimise frustration.
7.? Perseverance is to be admired, but only up to a point
- If your?point needs proving no matter?how much effort and how long it takes,?that's great, but make sure it's?worth it, both to you and your sponsor.
- Persistence is to be admired and is?a?prerequisite for?success, but failure is sometimes?inevitable so don't take it?to the grave. ?Or even in to retirement! ?
- Adapting your passion to alternative projects is essential to ensure?long term success, but this requires a flexibility of?mindset that involves letting go. ?Always make sure that you can.
8.? Constantly communicate and always seek feedback
- The need to communicate seems self-evident, but make sure it's two way.
- Lack of feedback can indicate agreement, but equally?that your message hasn’t got through at?the level you need it to or it may have been ignored.
- Change doesn’t come easily in organisations and the ‘too difficult box’ and?'long grass' hide many great concepts dismissed without consideration.
- ?Always get feedback, good, bad or indifferent. ?
- If you need to?adapt, or put ideas on hold so be it. ?Delayed?plans that need to be?modified?are?better than?unevaluated, but good suggestions?that get buried without trace. ?
9.? Perspective is important and yours is?one of many
- If you don’t explore your stakeholder's views you’ll never understand their motives.
- If you don’t understand their motives you're unlikely to engender change.
- Context, experience, politics, priorities, targets, self-interest, misunderstandings etc. colour all of our perspectives and often?real agenda's can?stay hidden.?
- So know your stakeholders, explore their perspectives and importantly show you care.? You may not get the whole?truth, every time but you'll get closer if you ask than if you don't.
- Once you understand stakeholders you're in good shape to work on?points 4 and 6.
10.? Use improvement?tools to?add value and not just tick boxes
- You’d never use a hammer just because it was in the toolbox so why do this with business?improvement tools, or improvement projects.?
- Outside of trial and error (when needed), gaining experience post-training, or?demonstrating your grasp of techniques?for some form of certification or award, select only the tools you think or know you'll require. ?You'll be surprised at?the quality and speed of?progress you can then make.
- Similarly, use the DMAIC (Six Sigma methodology) or similar where warranted and not where there isn’t a need -?if the solution's blatantly obvious then 'just go do'.
- Remember, improvement projects and activities need to be robust, but this doesn't imply a need for?great?complexity and deep?analysis on always? Simpler is better and over-processing is a waste - never 'use a?sledgehammer to crack a?nut'.?
To all who've read this post?thank you and I hope you found something?useful. I'd welcome any comments or tips on how you personally ‘stay ahead’.
Contact and Other Information
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