Excellence As A Habit
Generally, the top reason for being in business is to get results. If you settle for just results, that's what one will get just ordinary outcomes.
Most of the time executives want the best result from their company. Often I have found that managers using simple techniques and procedures frequently get the best of all outcomes.
Even though I note that I do consult with the experts. They could be book writers, consultants or professors.
I generally find out once again that few new ideas have staying power. Basic fundamental and sound methods last, but new ideas don't seem to.
Tom Peters and his colleague Bob Waterman wrote a very famous book, "In Search of Excellence" about 3 decades ago. I like to read this particular book over and over again.
Why, because it has several concepts that do in fact stand the test of time.
I will review some of the more straightforward concepts in the body of this article. They identified eight attributes of management excellence in their original work. Several years later Peters added one more to the original 8 identified in the book.
Many people have a difficult time understanding what the authors meant. Perhaps this is because of their academic background or perhaps it's because languages and wording change. This type of language was and still is used among academics, but not very many business people genuinely understand them. All too often academics tend to speak above of most business people and ordinary individuals.
Most think I'm among the "ordinary people" and so I'll go through these 9 attributes and give my idea of what they're saying. I think it will help you put these concepts to everyday use.
A Bias for Action. Generally this is a wonderful approach. Many business owners and managers are content with planning, thinking, discussing, research and the like. However, none of that is directly producing cash or any other meaningful business result. A much more meaningful approach is to engage in a cycle of execute/correct/execute/correct/execute. Specifically, take action and if it works keep doing it. However, if what you're currently doing isn't producing the results you want stop it. Then, start doing something differently. Continuously operate that cycle. Results will come about from action and results will come about from action only. So, act don't think.
Close to the Customer. Here is another concept that still is front and center. From my point of view it means not to focus too hard on your products in your services. Discover often what the customer wants, find it, and give it to them. When the customers needs change, change your product or service along with the change in needs.
Autonomy and Entrepreneurship. This is an area that you want to encourage. What you want is general guidelines and principles in place. But, you don't want them too restrictive. Make certain that you encourage experimentation and you encourage and welcome exploration. Use your mission statement and your core values as overall guidelines.
Productivity through People. Recognize that your people are probably your most important asset. Everyone's productivity is not the same however. As an overall concept, make sure to invest heavily in your most productive people. You can really restrict your company's progress if you try to do everything yourself.
Hands-on, Value-driven. Your focus should be on value not on controlling all the action. 1st, don't do it yourself. 2nd, make certain the value being produced is what you want. Remember, it's this value your customer wants. We covered this concept in the paragraph above.
Stick to the Knitting. You'll have one or 2 key products or services that really are your cash generators. These are your cash producers. Spend your time on these Don't let the next "hot deal" attract your attention.
Simple Form, Lean Staff. Make certain that your "form" or your structure or your way of doing things is very simple and straightforward. Review your core processes and systems frequently and keep the steps to a minimum. It's generally the fast and not the big that win. Next, make sure you have the best possible people around you. You will not need many of them. Then, you'll get more done with your human resources.
Simultaneous loose-tight Properties. This is probably an odd way of saying something quite straightforward. Simply, the authors are talking about accountability from my point of view.
Capabilities concerning ideas, liberation and speed. Well, this is another bit of confusing language. Simply, don't smother people by trying to control their actions too much.
Using contemporary language, here's the way I would rewrite the list.
I hope this new list is more meaningful for you. The same nine attributes simplified.
Remember that taking action is more important than thinking, so take action on what you've just learned.
Most of the time executives want the best result from their company. Often I have found that managers using simple techniques and procedures frequently get the best of all outcomes.
Even though I note that I do consult with the experts. They could be book writers, consultants or professors.
I generally find out once again that few new ideas have staying power. Basic fundamental and sound methods last, but new ideas don't seem to.
Tom Peters and his colleague Bob Waterman wrote a very famous book, "In Search of Excellence" about 3 decades ago. I like to read this particular book over and over again.
Why, because it has several concepts that do in fact stand the test of time.
I will review some of the more straightforward concepts in the body of this article. They identified eight attributes of management excellence in their original work. Several years later Peters added one more to the original 8 identified in the book.
Many people have a difficult time understanding what the authors meant. Perhaps this is because of their academic background or perhaps it's because languages and wording change. This type of language was and still is used among academics, but not very many business people genuinely understand them. All too often academics tend to speak above of most business people and ordinary individuals.
Most think I'm among the "ordinary people" and so I'll go through these 9 attributes and give my idea of what they're saying. I think it will help you put these concepts to everyday use.
A Bias for Action. Generally this is a wonderful approach. Many business owners and managers are content with planning, thinking, discussing, research and the like. However, none of that is directly producing cash or any other meaningful business result. A much more meaningful approach is to engage in a cycle of execute/correct/execute/correct/execute. Specifically, take action and if it works keep doing it. However, if what you're currently doing isn't producing the results you want stop it. Then, start doing something differently. Continuously operate that cycle. Results will come about from action and results will come about from action only. So, act don't think.
Close to the Customer. Here is another concept that still is front and center. From my point of view it means not to focus too hard on your products in your services. Discover often what the customer wants, find it, and give it to them. When the customers needs change, change your product or service along with the change in needs.
Autonomy and Entrepreneurship. This is an area that you want to encourage. What you want is general guidelines and principles in place. But, you don't want them too restrictive. Make certain that you encourage experimentation and you encourage and welcome exploration. Use your mission statement and your core values as overall guidelines.
Productivity through People. Recognize that your people are probably your most important asset. Everyone's productivity is not the same however. As an overall concept, make sure to invest heavily in your most productive people. You can really restrict your company's progress if you try to do everything yourself.
Hands-on, Value-driven. Your focus should be on value not on controlling all the action. 1st, don't do it yourself. 2nd, make certain the value being produced is what you want. Remember, it's this value your customer wants. We covered this concept in the paragraph above.
Stick to the Knitting. You'll have one or 2 key products or services that really are your cash generators. These are your cash producers. Spend your time on these Don't let the next "hot deal" attract your attention.
Simple Form, Lean Staff. Make certain that your "form" or your structure or your way of doing things is very simple and straightforward. Review your core processes and systems frequently and keep the steps to a minimum. It's generally the fast and not the big that win. Next, make sure you have the best possible people around you. You will not need many of them. Then, you'll get more done with your human resources.
Simultaneous loose-tight Properties. This is probably an odd way of saying something quite straightforward. Simply, the authors are talking about accountability from my point of view.
Capabilities concerning ideas, liberation and speed. Well, this is another bit of confusing language. Simply, don't smother people by trying to control their actions too much.
Using contemporary language, here's the way I would rewrite the list.
- Make certain all your action is goal oriented.
- Satisfy your customers needs.
- Encourage mistakes. Retain the best people
- Focus on value and delegate the work
- Focus on a few things.
- Be fast.
- Use team accountability.
- Verify results.
I hope this new list is more meaningful for you. The same nine attributes simplified.
Remember that taking action is more important than thinking, so take action on what you've just learned.