The Importance of Rhythm in your Business

When a business is really working well, it feels like it ‘just happens’; like a well-oiled machine just keeps running – smoothly, reliably and consistently. For that to happen, the systems and processes in the business are typically quite clear, people on the team understand what they each need to do and how they need to operate, and management are able to keep an eye on how the business is tracking, in order to make any necessary adjustments early and effectively. If those things are all in place, then there’s really just one other requirement….something that will ensure it will keep running like that and at the right pace.

In an orchestra, the conductor plays that role. The individual musicians are all more than capable of playing their parts, but the conductor must maintain the right rhythm to get the best out of the full orchestra. In a smaller band, it might be the lead singer setting the rhythm but often it will be the drummer who actually maintains the underlying rhythm in the group.

Who should serve that purpose in a business? I’m yet to see an Org Chart with “conductor” or “drummer” written anywhere! In fact, it’s not a “who” and should never be a “who”. It’s a “what”.

The most reliable way to maintain the right rhythm in a business is to have a set of interactions and communications occurring, on a systematic basis, to ensure that the right information is getting to the right people at the right time, that an appropriate speed of activity is continuing at all times and that necessary actions are happening how and when they need to.

Exactly what interactions and communications are required in any business will vary. However, there are some elements that are common to most. For example:

1. Weekly team meeting. For any Manager and their Direct reports, to ensure that, every week, the team are checking in together that they’re on track to key monthly or quarterly plans and goals, they’re sharing learnings to all stay up to speed and that they’re discussing key initiatives and activities that involve the entire team. This is also an ideal forum in which to discuss and maintain the business’ culture.

2. Weekly 1:1’s between a Manager and their Direct Reports. This is to ensure that the Direct Reports have clarity each week about what they need to complete, that they’re completing it and that they can raise early any challenges they’re facing or any assistance they require from their manager. This is also an important opportunity for a manager to be working with Direct Reports on their development.

3. Quarterly Planning. For any team, this is foundational to knowing what they each need to do and how, together, they’re planning to progress.

4. Monthly Review. A vital cog in monitoring progress against plans and budgets.

5. Weekly (sometimes fortnightly) Sales & Marketing update. This can sometimes be split into two meetings but, for any business attempting to grow and succeed, bringing a regular focus to what’s being done to grow it and how’s that going is critical.

6. Monthly all-staff communication. This can be written or in person but, one way or the other, it is the vehicle to ensure that ensures all staff have a shared understanding of where the business is, what are key priorities and how its all progressing. This is also an opportunity to recognize your good performers and to share learnings about different parts of the business.

7. Daily huddle. Not always necessary but, to develop a culture of urgency and accountability, it can be invaluable to have a team get together for up to 15 minutes every morning; just to set priorities and to track progress.

Interestingly, as you undertake these meetings consistently and systematically, they often become shorter. Because people are all up to date on what’s going on, any issues are picked up early and the team is monitoring and keeping itself on track, the business tends to “just stay on track”. The meetings are often short and efficient – after all, their purpose is to keep things on track, not to have long-winded conversations about every issue that could come up. The meetings, ideally, have very little (or no) drama.

So, often, a measure of how well the business is running is how short and boring these meetings are. The shorter and more boring, the more smoothly and reliably the business is running. They are a prime example of that wonderful business saying…Boring is Profitable!