One Small Step...

Imagine yourself in front of a 20M high cliff and the goal is to get from where you are to the top of that cliff. The easiest way to do this would be to build a set of stairs and simply walk to the top.

When companies want to make big changes it’s usually due to the fact they have don’t have time to build a set of stairs and easily climb to the intended outcome. It’s no secret that the optimum way to progress is multiple small steps yet so often senior management want big change, and now. Why?

Companies in this position are usually there due to negligence. Admittedly, there are occasions when companies find themselves struggling to make big changes due to circumstances that are beyond their control. COVID is an obvious example but it could also be things like changes to local regulations, big customers forfeiting on payments due to insolvency etc.

Negligence is from companies focusing on wrong thing, They are constantly looking at figures such as financial performance against budget, outselling competition, chasing ambitious targets etc. instead of focusing on the details. We have all heard the saying the devil is in the details!

The best performing companies differ to the above by constantly looking at the small things and improving them. Focusing on process efficiency, employee well-being and happiness, along with providing the best customer experience. By concentrating on the details of this, and making constant small improvements, they know they will achieve their targets both financially and operationally.

By constantly reviewing and improving through small steps, there are other benefits for both the company and the employees. Everyone involved has a clearer and better understanding of what is happening in the “engine room”, this leads to identifying further improvements as well as better improvements. It keeps employees motivated through the feeling of achievement, even small progress is better than none. Consider an employee who attends the office every day, does their job as instructed and heads home again, compared to one who comes to the office and is involved in identifying issues and improvements, and seeing the difference it makes, however small. It is obvious which employee will be the most motivated and gains the most job satisfaction.

It also important to note that the core of brilliant Customer Experience does not just come from the frontline customer facing employees, but the back room staff (engine room) that makes things happen and in a timely manner, these are the ones who can best spot opportunities for improvement. Frontline employees and customers only see the results.

The final question is who is qualified for identifying the opportunities of improvement? The answer is very simple…EVERYONE.

The above may seem very straightforward but it is surprising still how many companies have not caught on to this and still believe the best way forward is to constantly pressure, and sometimes bully and threaten, employees to achieve the financial targets.

When will they ever learn?