Lessons from an unprecedented year

There’s no denying that 2021 was a challenging year for businesses. But it gave us many lessons too. And in a changing world, we’d be foolhardy not to heed them.

I started the year reflecting on the success of RS Components entering the FTSE 100 for the first time in around 20 years – no mean feat given the last 18 months. And so it seems RS has weathered the Brexit and Covid storm well, but why? Our breadth of offer certainly came into play at a time when volume sellers were hit by product scarcity. Yet that doesn’t mean sales or repeat business are a given. But when the offer is underpinned by good service and strong, capable people, it’s a different story. I believe our success is down to getting those basics right. And that led me to lesson number one.

Lesson 1: World-class basics

‘Getting the basics right’ is a well-used phrase across businesses big and small, and many do sit on solid foundations. It’s a good start. But it seems there’s untapped potential lying in the standard to which those basics are delivered.

My reflections prompted me to relisten to an Ian McGeechan podcast during which he shares his thoughts on world-class basics - not just getting the basics right but making them world-class. And there’s an inextricable link between world-class basics and high performance. Many people believe high performance is only about striving for something more or being the best. But when you break it down, those who are the best at what they do, are the best at doing the basics. In fact, they’re world-class at the basics. A perfect example is Manchester City FC. They’re methodical in their passing, getting the ball from A to B to C to goal. Granted, it might not be the most competitive or exciting game of football for fans, but (at the time of writing!) they’re sitting pretty at the top of the Premier League. They’re not just getting the basics right, they’re doing them to the highest standard, and it’s working.

For organisations like RS, world-class basics might mean working with the best logistics partner, sending out products when we say and how we say, with the right service offer behind them, the best sales, marketing and customer operations people in place and more. And people do have a significant role to play. Because getting the basics right and making them world-class applies to behaviours as much as processes.

In one of my earlier articles I talked about teamship and a culture shift that brought behaviours such as authenticity, trust, and empathy to the fore. Teamship is a crucial component of high performance, yet basic human skills are at its core. Now imagine the impact of making them world-class.

Sounds simple. And it should be, but the reality within many businesses means a lot can get in the way of getting the basics right, never mind making them world-class. Last year my exploration of high performance led me to podcasts and books by expert business leaders and forced me to look outside RS for a rounded view and test the theories I’ve been learning. And I believe the biggest barrier is inconsistency.

Lesson 2: Consistency is key

When we consistently apply what we know works – whether processes or behaviours – we get better at them. In the Emerging Markets team, we strive to embed teamship to create the right culture. A new or different culture can’t be introduced in a few months; it takes time to become part of the fabric of the team. So there’s always a danger of not giving something a chance and moving too quickly. Going on to the next shiny new thing is always a temptation. But steady, consistent actions will pave the way to greater success – and in the case of our team – high performance.

A lot can get in the way of creating consistency too, especially when it comes to values and behaviours – the key drivers of any organisation. As they filter from senior leaders down through any organisation, there’s a risk of dilution resulting in inconsistent actions. Without a constant focus, their application is sporadic at best. Add in fragmented teams caused by new ways of working or lack of cohesion and consistency is a non-starter.

Taking heed

So what does all that mean for the Emerging Markets team? Last year saw us solidify high performance and this year we’ll be leveling up the basics of our world-class game.?

Naturally, I’m already knee-deep in another great read – Courage is Calling by Ryan Holiday, and I suspect I’ll have some thoughts and insight to share in the next article

Who is Lee?

Lee Kilminster is Director of Sales & Marketing for RS’ Distributor Partners & Export Solutions and Chair of Governors for Great Doddington Primary School. In his personal time you’ll see him walking to the sounds of the High Performance Podcast, hanging out with his 7 year old son and enjoying a whisky (but perhaps not all at the same time).