| Observing: Observing is all about observing what’s happening in the current state. We are talking about capturing information from the marketplace. |
- What are competitors up to? What’s going on with key customers? What are the relevant signs and signals? Which cues might be pregnant with meaning? Who is in position to look for them?
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- They also have to be looking thoughtfully at how the work is being done within the company. Are the handoffs happening smoothly and effectively? Is the communication crisp and clear?
Are the right people getting the right information at the right time? Is the work flowing along the value chain or are there unexpected bumps in the process?
What are the signs and signals that we are doing great in the current state?
- Your people have to know what to look for and they need to have the time (and the good sense) to look.
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| Orienting: Orienting is all about understanding the future state you’re trying to create. |
- Given what we are trying to do, what are the implications of what we are observing? How do the observations affect our business idea or our brand promises?
Workers need to understand the implications of observations for their own work, but they also need to understand how the current state dynamics affect the overall efforts of the enterprise.
It is not just about spotting problems or areas of threat. That is just the minimum standard. The workers need to be savvy enough to spot opportunities for improvement and innovation.
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| Deciding: The workforce will be most successful when they are able to quickly make the decisions that allow them to reduce the gap between the current state of affairs and what you are trying to accomplish. |
- They need to be trained to create the conversations that allow the right people to consider the cost benefit ratios attached to the possible alternatives for action.
If they’re trained, they need to have the confidence to do the problem solving as close to the work as it is possible to keep it. The organization then must make the choice that creates the best bang for the buck.
The company can avoid a lengthy approval process, reducing steps by increasing competency and coordination
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| Acting: Once a decision is made, the workforce needs to have the skills to execute the idea flawlessly. |
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| Supporting Boyd: Your company’s support systems need to be geared to support, sustain and reward the behaviors that you value. |
- Are you measuring people for their performance in delivering the desired results? Do you demand excellent effort on the part of everyone? Can you afford to carry dead weight, indulge complacency?
Are you incenting, rewarding and recognizing your people for operating within the critical mindset? Are people being trained and coached to the skill levels required? Is peer pressure operating in a manner that people are expecting the best from each other?
In high performance situations, the team members push themselves to excel. This ethic grows when people are connected to the company’s goals and they are recognized for their contributions.
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