Welcome to Business Leadership
You’ll find the 20% of leadership information that produces 80% of leadership results in this newsletter. This is well-researched leadership information that, when consistently implemented, will produce bottom-line results.
How’s that wheel working for you—the one that’s already been invented? If the kind of wheel you need has already been invented—particularly a customized wheel you’ve invented within your company—why are you wasting time and resources to reinvent?
Reinventing routine wheels is costly. An organization’s Change Management Team can make a significant contribution to the bottom line by working with internal clients to document repeated processes. It’s astounding how often this simple step is overlooked.
The Rule of Three
Anything the organization will do three or more times is worth documenting the first time. People will push back about the “burden” of documentation. Acknowledge their pain and do it anyway; it saves time and money in a long run. Here’s a simple example. Four areas in an organization will be training subject experts to deliver courses in new processes. Wisely, each area wants to include both the content and some adult learning practices in each train the trainer.
The efficient and effective thing to do is to create a learning segment on adult learning that can be used for all four content areas. Further, create a template (pattern) for the technical content that contains the type of adult learning methods appropriate to the technical content. The only customization necessary then is the exact technical content.
Organizations that routinely run projects can save time and money by having a “project in a box.” That is, a project template with the necessary, steps, forms, processes, etc. spelled out. Granted, there will be exceptions however if the “project in a box” is 80% there, producing the customized 20% will get the project hitting it’s deadlines more easily than creating 100% with each new project.
Push Points and How to Overcome Them
“You don’t understand; our project is unique.” While you do understand and know that it isn’t unique, it won’t win friends to say so. To overcome this objection, acknowledge the perception of uniqueness and add they the project is likely to have some processes in common with other processes, so that is a good starting point for standardization.
“We didn’t realize anybody else in the company was doing something similar.” This is an easy one that can be taken care of by facilitating introductions, pointing out common challenges and asking a few people from each team to work together to determine the common elements.
“We don’t have time to document.” That may be true. But do they have time NOT to do it? The team will be short on time for every project if the documentation isn’t done the first time around.
Keep it simple: Too much detail or language that is full of jargon won’t be used easily
Keep it flexible: There will be variation in replicable processes, so leave room for it
Keep it open: Share the wealth among teams, so that everyone can have input and benefit from the processes established.
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