LEVERAGE HIGH VALUE WORK BY FOCUSING ON GAPS, THREATS AND RISKS

“WE NEED TO DISRUPT OURSELVES”

I heard this while on a study tour at NYU– little did I know how relevant this statement would be to my own business and life.

I also learnt during this period of learning and self reflection that

·??curiosity is key

·? uncertainty is a given

·??and we need to create white spaces within the busyness to explore

In my latest article I unpack the three areas that are essential for organizations to be able to embrace the above as part of creating and implementing continuous learning environments.

While also solving workforce brain drain.

These three areas of focus include:

- Understanding what high value work is for your brand

- Gaps, Threats and Risks that can threaten future growth and relevance

- The Art of Prioritisation

DISRUPTION COMES IN MANY FORMS ?

Disruption has and will continue to challenge the way in which we do business and what we hold to be true.

The next phase for purpose led brands is designing how to do business and more importantly deciding what to become in the next two to three years.

Major events has taught us globally that.

-?The speed of innovation is accelerating.

-?The change and pressure people have experienced has decreased the ability to be creative when we need this the most.

To take full advantage of new opportunities we have to be brave enough to:

·?Look at the relevance and effectiveness of our current L & D models to keep up with change.

·?Review the skill/talent/experience set of our staff to be able to be creative in a world where disruption is happening quicker.

DISRUPTIONS YOU ARE LIKELY TO FACE ( IF YOU HAVEN'T YET)

-?More innovative and creative brands in your space

-?Losing some of your best talent when you least expect it

-?Not being able to attract great talent to your business anymore

-?An event damaging your reputation

-??A major IT failure

-?Losing your major client/ market?

-?Environmental changes that impact where you do business

-?Not being able to get supply of a key product/ingredient

- Changes in legislation that will impact when/where you can do business

PART 1

WHAT DO YOU VALUE THE MOST?

It will not be possible to successfully plan for disruptions and minimize potential fallout, unless you know within your own business, your team and your role what high-value work is.

You only have some many resources at your disposal so you have to be focused and strategic.

High-value work is shaped by your values and what the market is actually wanting and expecting at this point in time and say in the coming 12 months.

It has to consider the changing trends and environments in which we do business in both now and in the coming months, two years, three years etc

It is doing what matters the most and can have the greatest positive impact for your business, your partners, your clients and your community.

And finding the right blend across all moving parts.

BROADEN YOUR PERCEPTION AND BELIEFS

High-value output is not merely focused on the clients that spend the most money or the investment or project that generates the greatest return on investment.

It’s broader and in fact much more altruistic than that.

A COUPLE OF EXAMPLES OF HIGH-VALUE WORK

-?developing relationships that lead to the creation of new products and services

-?actions that allow the business to position itself in its own distinctive category

-?actions that can lead to a long-term positive impact on the community

-?a style of client engagement that leads to greater inclusion of certain groups

-?bringing various groups together for a united outcome that wouldn’t exist otherwise

-?minimising waste but not compromising on the quality of end-to-end services provided

-?increased creative thinking and deliberate opportunities to trial and experiment with ideas

PART 2

IDENTIFY

What are the real risks for your business and why do these exist?

Take time to identify the top three to five hazards/skill gaps as these relate to your strategic objectives in the coming six to 12 months.

These are the factors that will act as a roadblock to being able to deliver on high value work.

Skill Gaps – Refer to these as internal skill gaps within the business and often in relation to processes, communications and team talent, experience and skill.

Threats – internal and external factors that have the ability to put your business in a vulnerable position.

Risks – is the likelihood and impact of the skill gaps and threats on the business if left unaddressed.

Remember positive outcomes and impact is shaped by your team’s ability to creatively respond to skill gaps and threats.?

INTERNAL SKILL GAPS CAN INCLUDE

?·?No holistic risk assessment plan that responds to roadblocks in regard to delivering great experiences to the market.

?·?Lack of well –defined, consistent processes and systems across operations.

?·?Inconsistency in staff capabilities that effect guest experience and damage business reputation.

?·?Little diversity in team talent which can place the business in vulnerable position in the future.

?·?No plan to attract future talent and be seen as a business of choice for future generations.

?·?No unique points of difference in end to end delivery- lack of creative and imaginative thinking internally.

?THREATS CAN INCLUDE

?·?Negative feedback via social media and word of mouth – with no plan to respond effectively and with sincerity.

?·?Relying on one major client or market– not diversifying income streams.

·??Environmental considerations that can impact the future of the business.

?·?IT developments and digital change that will influence how people interact with your business.

?· Vital contracts and partners – what if one were to leave?

?·?Continually high turnover of staff which can negatively impact on brand perception.

?·?Loss of key staff and no plan to respond to recruitment smartly but efficiently.

ADOPT A NEW PERSPECTIVE AND APPROACH TO RISK

It is key to undertake a holistic risk assessment.

This allows you to smartly respond to skill gaps and threats well before these will impact on my plans.

Not just physical risk but risk across all elements of the business including environment, staff, communications, finances, partnerships/collaborations, quality of product and service etc.

By adopting a new perspective to how you see risk you’re then able to identify previously unidentified opportunities.

PART 3

THE ART OF PRIORITIZATION

You cannot hit every gap, threat or risk at once – prioritise strategically.

?There is only some much time, resources, money and headspace so you must be focused and strategic on what you are going to prioritise in terms of action.

?For me, I define prioritization as

?DOING HIGH VALUE WORK

+

WITH THE RIGHT PEOPLE

+

IN THE RIGHT ORDER

+

AT THE RIGHT TIME

FINALLY

ASK WHAT IF?

This is key to being able to visualize what the future will look and feel like and is especially vital when you face challenges and cultural headwinds.

Gather your team and make space for genuine dialogue by asking:

1.?What if you could make changes so that you could find a solution to the skill gaps, threats and risks.

2.?What are the first key steps?

3.?What would your business look like after the change?

4. How would it feel/ what would it become?

By dedicating time to these four areas organizations can start to gain clarity around the reality and the factors that are likely to cause the most disruption.

It’s too late to do this work when the crisis is on your doorstep, so de-risk the risk now and start to open up different discussions and learnings across your teams.

If not now, when?

Written By Ali Uren Founder of Kiikstart and Creator Of the Circular Workplace.

If you're a purpose led Leader committed to solving workforce brain drain, please follow me @AliUren and subscribe to my LinkedIn newsletter - The Experiment ??

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