Getting Unstuck #10 - Pivoting and Making a Course Correction

Getting Unstuck #10 - Pivoting and Making a Course Correction

#pivot #adjusting #culture #Crisismanagement #reevaluation #coursecorrection #stuck

This is an excerpt from my #1 bestselling and award-winning book "Business & Personal Secrets for Getting Unstuck." It is also part of a talk I give to colleges, universities and conferences.

Organizations that survive “the test of time” and thrive always look and plan for the unexpected change in the market or opportunity to pivot into a complementary area.

Daniel Coyle wrote in the book Culture Code.

“Every organization and culture faces times of crisis. The difference with high-performing cultures seems to be that they use the crisis to crystallize their purpose.”

The best leaders in the best organizations prepare for a crisis in advance. They may not know what the trouble may be, but they have contingency plans in place. It allows the best leaders to Press the Reset Button at the first sign of a pending problem.

As business/organization leaders, we are always thinking about things we can do better, improve our processes, and improve our customer’s experience. Unfortunately, we rarely find time to sit down and reflect on the hundreds of thoughts racing through our minds. Our staff, which is closer to the situation, can’t offer suggestions because they are overwhelmed with their day-to-day activities. The best organizations make time. They constantly reflect on these four points:

1. Why are we doing what we are doing? It is more than just making a living. What value do we bring to the world and our customers? Are we doing things the best way for our customers, or what is easiest for us? Be honest!
2. How do we do what we do? Talk and meet with your staff and key customers. Ask them how we can make this process better, more efficient, and more effective. You may be shocked to hear their ideas. They may be living with an inefficient process because “it is what it is.”
3. Empower your staff to execute their idea. When people have “skin in the game,” when their input is valued enough to implement, they will give a level of effort you have never seen before. They become an expert in their area. You may even develop “The Next Practice” rather than following the old best practice past its prime. I was always taught that if I am the smartest person in the room, I am in the wrong room.
4. Focus on continuous improvement. Don’t be like most organizations who try to “milk” a product or solution rather than continue to improve. When your customers and staff see that you are committed to improving every aspect of your business, you will become the “go-to” company. Your customers and staff will not even consider an alternative because they know you are meeting their needs today and will be there with even better solutions in the future.

Pivoting is a term that has become very popular in the COVID world. I prefer the term course correction. Course Correction is not entirely throwing out everything you do and starting down a completely new path. A Course Correction is adjusting or expanding on what you already do well.

Course Correction Example:

COVID hit restaurants particularly hard. Since many fine dining places are not like fast food with drive-throughs and take-out service, they had to get creative. Since everyone who frequents a high-end establishment pays with a credit card, the restaurant already has a great deal of customer information. One suggestion was to contact the customers via email or phone to see how they were doing during the lockdown. Next, thank them for their business and let the customers know they could still enjoy great meals during the quarantine.

The message also stated something to the effect, “Tuesday, Wednesday and Thursday we will be preparing a special meal (particular dish). Call or email us your order by X date. We will prepare your meal. The delivery to your home will be on us. We appreciate your business and look forward to seeing you in person as soon as possible.”

Wow, what an excellent plan for the restaurants that acted on the suggestion. The customers felt appreciated while staying home and were most likely tired of cooking every day or eating fast food delivery. The restaurant stayed on top of mind and received some revenue. They were able to maintain their key employees, but most importantly, when customers could dine in again, they returned and brought friends and family.