It is difficult to change the behaviour of a child who is a fussy eater.
If you try to punish, you reinforce the negative associations of the food they don’t like.
If you try to reward you remind them that the reward is so much better than the food they don’t like.
Sometimes, motivation is difficult. You seem to be forever reinforcing the behaviour you don’t want.
The same can be true of a workforce. You have to think very carefully about ways to successfully change – and maintain – behaviours you want to see.
I’m not giving answers here. The answer depends so much on history and context. I’m just asking you to think before you act, reflect after you have acted and make no assumptions.
Many people look to famous entrepreneurs as role models. They see people driven by success, working hard over long hours and completely focused.
However, they fail to realise that such people might be ‘wired’ differently than the rest of us. For us mere mortals there are things we can do to improve our abilities without working 24 hours each day. In fact, we are much better working fewer hours, focussing more and being ‘mindful’.
Slow down and put yourself in the present. Forget your emails and other distractions. Just concentrate on now and the task in hand.
Calm down, slow down, think down. Productivity up!
One of things we do, as productivity professionals, is to examine the evidence – the performance data – to identify where problems and Improvement opportunities exist. Indeed, we often go further to investigate the root cause of a problem so we know we are not merely addressing the symptoms of an underlying problem which might re- emerge later.
However, too often I see people not just failing to identify the root cause but even failing to identify whether or not there is a causal relationship at all.
Let me give you an example. In s recent blog (not mine) the author stated that Monday was the worst day for productivity – suggesting that in many, even the majority of, organisations, performance dips on a Monday. If this is true (and I assume the author had evidence to show it was) and we could find out why, we might be able to address that issue and avoid this performance penalty.
However, we might simply be looking at a statistical anomaly or even a piece of well-established folklore. Perhaps there is nothing about Mondays that causes performance to drop.
So be careful how you treat what people say. Don’t jump to hasty conclusions. Ask what the data is telling you – and what it isn’t. Dig deeper. Triangulate. Find the causal relationship and then identify the root cause. You then have a chance of solving your problem. But don’t address, or worry about, problems that don’t exist.
Many firms believe that technology will make them more productive – technology in their main processes and in their communication/administrative processes.
Technology, of course, can be an aid to productivity. But it is only really effective when the firm is already quite efficient. We have all seen firms where technology has simply automated or accelerated existing inefficiencies.
And many of us are ourselves caught in the email/ messaging whirlpool, constantly reading and replying to communications that we didn’t need to receive.
Introducing technology is an ideal time to review how you do things – and to find out how you SHOULD do things. Add technology to the improved process ABD you get a ‘double whammy’ – two sets of improvement fir the price of one.
A few weeks ago I wrote about the need to take some time away from the pressures of work to recharge your body and mind and come back stronger. Here is little tip (hack?) complementary to that one
Most of us have a ‘To Do’ list, things we have to get done. We might use a formal task manager or we might use a notebook but the list exists. Some of these tasks will be urgent, some will be interesting, some will be easy, some will be important; hopefully some will be challenging and rewarding.
Throughout the day we will prioritise these tasks – hopefully based on their importance rather then their urgency. Some we might leave – perhaps because they are not urgent or important enough …. and sometimes we just procrastinate because we are too tired to face another challenge.
Well if you do tend to do this .. in effect having a mini-break during work time – try to have some of the boring, relatively unimportant tasks available to use during these gaps. You still get a mental break .. but your To Do list does reduce. At the end of the day, another 1 or 2 tasks will have been completed and you feel some satisfaction rather than guilt or shame at putting things off.
So, rest while you are working and you become more productive.
I have been reading and writing about Lean quite a bit recently. It is one if those topics where the more you know and the more you read, the more you realise you don’t know. There are so many interweaving and interrelated topics where you can’t fully understand one topic without also understanding two more.
Some people might give up, thinking life isn’t long enough to work through all this.
I, however, prefer to think that this simply shows the all-encompassing nature of Lean, a philosophy and way of life rather than a set of tools and techniques.
In fact, if you immerse yourself in the basic principles , the rest becomes fairly straightforward and the detail is less important. Just focus on :
Making it flow
Respecting your people.
Then, whether you apply Kaizen, Kanban, Jidoka, Heijunka or any other specific tool, this focus on the principles will keep you straight.
Navigating the labyrinth of topics and tools will make you a better Lean practitioner but a simple focus on ‘becoming Lean’ will get you most of the way to being a Lean organisation.
Recently I talked about value – and the fact that it is not a straightforward phenomenon. What I didn’t mention in that piece was the topic of what you value … personally.
Presumably if you are reading this, one if the things you do value is productivity – for yourself or your organisation … or both. You strive to be productive and to create a productive organisation.
Well, take an hour today .. and be unproductive. Do something frivolous … just for the fun of it. It’s good to turn off occasionally.
Ironically, of course, it will make you more productive – by recharging your batteries and resetting your mind.
So, turn off for an hour. I give you permission.
There are lots of blogs written about topics such as a The 7 habits of the Superperformers, suggesting we can learn from what successful business people and entrepreneurs do to make them successful.
Well, we can. But the (one) secret is very simple.
Most successful business people – and politicians come go that – keep themselves fit. They jog, run, go to the gym or swim on a regular basis.
Of course they are very busy people but they take the time to get fit. No, more than that, they make the time. They schedule it into their busy lives.
Regular exercise obviously makes you fit giving you energy and making you more able to cope with stress. But it also makes you mentally sharp, capable of better analysis and decision-making.
So, get your trainers on.
Lean Thinking emphasises the concept of value – which in business is the creation of product/service features and attributes that the customer wants or needs AND is willing to pay for.
The second criterion of that statement is very important. If the customer is not willing to pay for something you are creating or adding to your product/service, then you are wasting your time (and money). Take a few moments and think about, say, your car. If all the items were separately priced, are there some of the ‘included extras’ that you would choose to exclude? In my case, one item is electric windows. In my youth, all car windows were raised and lowered by mechanically turning a handle. The system worked. It was simple. It has been replaced by a system that is more expensive and is more likely to go wrong, resulting in an expensive repair. So, I would be quite happy to eschew this feature and save a little money. So, why can’t I?
Well, the car companies work on standardised procedures and economies if scale. If I, and others like me, were able to choose between electric and manual window opening, the manufacturer would have to create a separate production line or workstation for the manual option. This would increase costs, add to their parts costs and make manufacturing a little more complex
These ‘value decisions’ are thus not simple. Manufacturers are continually balancing customer choice and value with manufacturing cost. You, as a customer, may lose a little choice but you do get a cheaper car.
And, of course, price is factored into your value decision.
Are you doing everything you can to make your organisation efficient? Do you run a very ‘tight’ and ‘lean’ company..
But it’s not enough.
Efficiency is the baseline. It is where all organisations should start from. It is almost a ‘given’.
If your competitors are also striving for efficiency, they will be at the same base position.
So, on top of your efficiency, you need to add …. innovation, strategic direction, world-leading customer service … those things that make a difference to the customer experience. These are often perceived as somewhat more difficult to achieve … but a singular focus on the needs of the customer is all that is required.
One way to help this is to think not about what the customer wants but about what the customer wants to achieve, So, if you are selling dog biscuits successfully, you might, on reflection, assess that what the customer really wants to achieve is a healthy, happy dog. The biscuits are simply a means to that end.
You might then consider what other things you could do (and sell at a profit) to help create healthy, happy dogs.
Your expertise and experience with dog biscuits should be retained (and even enhanced) but you might look for complementary products and services … or simply a marketing campaign for the biscuits that focuses on their role in creating healthy, happy dogs
Your biscuit manufacturing should be efficient but the ‘wrapper’ of customer service and appropriate promotion is where additional, customer profits lie.