What Work Gets Done in the “Down” Season?

What Work Gets Done in the “Down” Season?
by AJC Senior Consultant Janell Hosch

Many companies experience seasonality in their industries.  Upon conclusion of that peak time, do you ever take the opportunity to reflect on what could be improved before the next peak occurs? 

Project Prioritization:

The first step is to gather your key team members and collect everyone’s thoughts about issues or inefficiencies they have encountered.  Then, discuss specific projects that could be done to address these issues.  This list may be too long to reasonably tackle in the amount of time or with the resources available, and that is where Project Prioritization comes in.  We recommend using the AJC Project Prioritization Matrix.  When performing your own Project Prioritization, you can easily customize the approach to fit your specific needs.  Determine which evaluation categories are most applicable to your current situation, (e.g., cost impact, production volume impact, time line for implementation).  You can further modify the method for your specific situation by applying the appropriate weight to each category.  If reducing costs is your primary concern, give that category a higher weight that the others.  This is a very objective approach to determining which projects will benefit your particular situation the most.

AJC Case Study – Project Prioritization & Execution

The following is the story of a client who AJC helped guide through the Project Prioritization process from concept to implementation. These efforts resulted in vast cost and efficiency improvements during their next seasonal peak. After you have prioritized the projects and determined which ones to execute, how do you begin to tackle these projects? Develop a project team for each one and get started by laying out all of the milestones necessary to get from where you are today to full implementation. A dedicated project manager to oversee all of the projects works well to ensure continuity and resource balancing. The project teams can then create detailed schedules for their projects, assign owners for each task and associated timelines. Task owners can get started immediately on project execution. 

We encountered some challenges during the implementation phase, as is common with efforts such as this.  One issue was that many of the projects required IT support, and this additional work overloaded the IT department.  They were unable to support their daily obligations and the additional workload from the projects.  This required specific priority and timeline setting within the IT department to ensure they were providing reasonable and achievable timeline commitments to the project teams.  We were also working with project team members across multiple geographic locations.  This required a structured approach to file sharing and communication, as well as video conferencing for effective team meetings.

The AJC client that was going through this process also wanted to develop in-house project management expertise.  As part of this project, AJC provided project management training to an internal employee while actively managing the projects.  As the project teams were making progress, the AJC consultant slowly transitioned PM responsibilities to the internal PM and was able to phase out of the project over time.  Getting the PM fully trained and all of the teams executing per the project plans was the end point of the project for AJC.  The internal PM carried the project through to completion and the next peak season was vastly improved over the previous one.

Our advice to you is, after the peak season has concluded, take the time to brainstorm with your team about what didn’t go well and any possible fixes to improve your processes before the next peak occurs.  If this list is too long to tackle all at once, use a Project Prioritization Matrix to determine which projects will have the biggest impact and can be implemented the quickest.  If the team collectively rates the projects, the best projects will rise to the top of the list.

Read this article and more on AJC’s blog, and sign up for our newsletter online at: http://andreajonesconsulting.com/blog.aspx

What is Your 2018 Word of the Year?

Three years ago, a colleague suggested that each member of our professional advisory group announce a “Word of the Year” to help focus and embody their primary goal for the New Year.  That year and each since, I have announced a word.

How about you?  What is your word of the year?  What is it that you want to do, accomplish, effect, see, or try this year?  Are there new opportunities you can already predict, or some that you hope will materialize?  Are there challenges that must be overcome, or is it merely change that you are looking for?  Perhaps the goal for the year is for *less* change!  (Here is an article with 5 tips to choose your word of the year!)

Another consideration is whether your word has more to do with you personally, or with your business.  The first year I articulated my word, it was personal.  The next year was about the business.  Last year I thought it was about the business, but it ended up being more personal.  This year my word is “Learn,” and it is intentionally personal.  Time will tell how that pans out.

Whether the word matches your personal or professional life, and is something that will truly last the year or not, reflecting on what this year’s word should be will undoubtedly bring insight and spark innovation.  And both throughout and at the end of the year, reflecting again on how progress is being made to that word will most likely lead to some kind of learning, and hopefully satisfaction.

Happy New Year from all of us at AJC.

 Read this article and more on AJC’s blog, and sign up for our newsletter online at: http://andreajonesconsulting.com/blog.aspx 

Why the Accountability Chart is First

In Gino Wickman’s book Traction on the Entrepreneur’s Operating System, toward the end of the book, the EOS tools are described in the order of recommended implementation, and they are *not* in the same order of layout in the book itself.  Specifically, before even considering the Vision Traction Organizer, Wickman advises implementing four other steps, the first of which is the Accountability Chart.

Why this order?  Why not start with the Vision Traction Organizer, which should align everyone toward the same common goals with the same common values? 

The key to that answer is hidden within the question.  Specifically “align everyone,” emphasis on the “everyone.”

If you don’t have the right people in the right seats before you start the work of alignment, what exactly are you going to accomplish?  Basically you’re setting yourself up for rework, which fellow lean thinkers would agree is not advisable.

In this case, the “rework” will be that once you do get the right people in the right seats, you’ll have to redefine the vision, values, core focus, market niche, 10-year, 3-year, 1-year plan; all the aspects of the V/TO.  So the right people have to be there first.  To quote Wickman, “The reason we start here with every client is that the chart goes to the root of most issues.  First, you need to take a big step back and determine the right structure for your organization.”

In practice, I will say, this is definitely more challenging than it sounds.  The greatest challenge that arises in many companies is whether the current personnel can or should be the ones to take the organization to the next level.  Specifically, who goes and who stays.

One company with whom AJC engaged with several quarters back knew they needed to make some drastic changes in one of their core functional groups.  They had work in progress, but it seemed to be stalling, and the leader of the group always had a ready explanation.  Unfortunately, “explanations” become less convincing the more frequently they are given; at some point work actually has to get done.  After running a “blitz” style project to identify how to get out of this rut, the organization armed the leader with specific action items and was even prepared to provide outsourced assistance to accomplish them.  Unfortunately, the leader did not quite “get it” – as in, did not fully understand why moving forward in this fashion was important, and ultimately the CEO of the company was forced to make a change.  Unfortunately, it took several months to get to this point even after the blitz project work was done, and that was time wasted toward real progress for the company.

How could this type delay be avoided?  One piece of advice that seems to work well when considering whether current personnel are in the right seats is to create the Accountability Chart *without* names at all – and consider what the roles/responsibilities need to be for the next 2-3 years of desired growth.  Once this is done, assessments of current personnel with respect to skillsets and GWC (Get it, Want It, Capacity to do it) can be created.  Finally, pair up the people to the roles and determine where these match well, where there needs to be shifts to other seats, as well as who is not going to be a fit for the organization moving forward.

All of this does take time, however, and as human beings, we seem to naturally want to “give people a chance to prove themselves.”  However, it is very difficult to move forward to the Vision/Traction Organizer if this has not yet been done because 1) the right people are not going to be involved and it will need to be redone or at least revisited, and 2) the *wrong* people may be around to adversely affect the V/TO, which could steer the company in an undesirable direction.   

The thing that Traction as a stand-alone book does not address very well is just how gut-wrenching this process can be.  While it is definitely the right thing to do, and moving forward without the right team in place does not make sense, prepare to spend some sleepless nights figuring out how to do this with team members that are good people, but just not the right people for the organization at this time.  One truly needs to believe that, in the long run, even a complete separation will be best for everyone.

Read this article and more on AJC’s blog, and sign up for our newsletter online at: http://andreajonesconsulting.com/blog.aspx

Five Lessons from the Road: L10 Weekly Meeting

Traction warned that it would take a few quarters to get the Rocks right, but I was unprepared for ambiguity in the L10 meeting.  After all, it is basically an accountability meeting which also resolves issues, and I’ve been facilitating those for the past 17+ years.  This article offers Five Lessons from the Road 5 weeks in to holding L10 meetings as part of a “DIY” EOS Implementation initiative offering learnings worth sharing for others who may also be just starting out in implementing Traction, Rocks, and L10 meetings.

1.       Start On Time – First, my laptop was 2 minutes fast, then we had some technical difficulty getting the one remote person online and deciding if the Facilitator or Note Taker was going to project the computer screen.  A third time I scheduled myself into work that went right up to the meeting start time. 

a.     Learning: Get to the meeting location 10 minutes early to get setup, projector working, and have Facilitator project; Note Taker do the copy/paste of Rocks to Issues List and type up Action Items in background – we use an Excel Online spreadsheet for tracking everything, though I have heard of success with Google Sheets as well.

2.       Meeting feels “choppy” – this on/off “no discussion” thing and truncating “rabbit hole” discussions – we are just getting used to this now.  In fact, I literally had to cut the CEO off this morning to stick to On/Off during Rock Review and re-bring up the topic he started to discuss at the Headlines/New Issues agenda item to ask if he wanted to add a new issue to the list for that day (he did)

a.     Learning: This seems to come with time, but amazingly our L10 meeting is only 60 minutes (instead of the 90 recommended) and we get through all of our High priority issues each week, and most of the Mediums; sometimes all.  If discussion seems redundant, I’ll try to summarize or call out for an action item and ask if there is anything else new or material to discuss, and if not; we close out the issue or punt to more information needed via Action Item and move on.  We are getting used to each other and the style of the meeting; it may take a while longer to really hit our stride here.

3.       Scoring – originally we allowed this to be completely subjective – “10 for the best meeting ever” and “1 for a complete waste of time.”  We did this for 2 meetings, then I spoke with a colleague, EOS Implementor Eric Albertson, who advised to score objectively.  I also read “What the Heckis EOS?” and found that it actually gives the same advice, including suggestions of how to score. 

a.     Learning: Develop an objective Scorecard.  We maintained 1 point for “Overall Subjective” because I want interpersonal and intuition to still have a small piece; and the “Everyone Aligned” really is subjective to each individual, but the rest should be fairly black and white.  Here is our scoring checklist:

4.     What are “Issues?” – We have had some “Issues” that really felt more like Headlines.  In other words, there was no decision to be made, but more of an update possibly with some Q&A to clarify what was going on. 

a.      Learning: We decided that these could stick with the “Headlines” portion of the Agenda, just following Rock Review and just prior to To-Dos (Action Item review).  This is the first week we are doing that, but it was well received.  We also are okay to add Issues with a partnering To Do that represent a decision making meeting offline if the topic is important for L10 Leadership Team but will be worked offline with a future decision.  Still working out the kinks with this one, but recognizing that sometimes a Status Update is still important, and recall that Headlines can be internal or external, that seemed the place to put it.

5.       Parking Lot – We put a To-Do on for something which really is not “move the needle” important in the next 2 weeks, but no one wanted to drop.  We gave it a 4 week due date, but then I re-read Traction and that To Dos should be completed in 1 week, 2 at most.  What to do with these small-ish things that aren’t Rock-worthy, but also shouldn’t be lost?

a.    Learning:  Add“Parking Lot” for this type of thing.  We are now collecting all the Issues which didn’t make it as this quarter’s Rocks, as well as possible Issues for next quarter that come up whenever, and we will put Parking Lot actions on it.  The idea is that some of the Parking Lot actions may be grouped into a single Rock if there is a theme, or that when we are “less busy” or when the time seems more appropriate, we will return to the Lot to pick up those Actions.  Since we just started that today, it’s unclear how well it will work, but it does seem logical to document those items but not necessarily spend calories on them today if there are bigger rocks to get in our jar first.

Hope these lessons help others in their journey to implement EOS!

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What is the Best Way to Maintain Accountability?

In my Vistage group meeting last Friday, someone brought up how often companies discuss a specific strategy or plan, but so rarely follow through with it.  In order for any sort of change to happen, maintaining accountability from the team involved is essential.

What is the best way to maintain accountability?  Is it to tell people what you want them to do and just hope they do it?  Or for someone on the Leadership Team to send an email to the whole company and expect everyone to now keep themselves to task?  Recall the marketing adage, the “Rule of Seven,” which states that prospects need to hear the message at least seven times before they’ll take action. 

David Rock describes in Your Brain at Work that “Attention changes the brain.”  Imagine that you are told about a new product or service line that your company intends to offer.  If you hear about this only once, even if it is in the form of “Let’s make it happen!” – is that enough?  Will you suddenly spring into action and complete the goal with no further attention brought to the subject?  Probably not. 

Traction and the Entrepreneur’s Operating System understands this as well.  In following EOS, your leadership team and/or departments will set quarterly “Rocks” or goals – things that absolutely must be done in the next 90 days, and assign 3-5 of them out per individual for accountability.  But the focused attention does not stop with merely setting these Rocks, or even with writing them down.  Every week, the Leadership Team or department team re-gathers for a “Level 10” meeting where each Rock is brought up one by one, and the owner or main person accountable speaks to them.  However, unlike many “Status” meetings, in EOS, all that is said in the first go-round is “On Track” or “Off Track.”  If “Off Track,” the item is dropped to a later portion of the meeting designated for resolving “Issues.”  Once all Rocks have been addressed in this fashion, the team goes on to prioritize each Issue, then Discuss and Solve them one by one (IDS). 

Whether your company uses EOS or not, this cadence of declaring what is important, then maintaining weekly check-ins at a high level, diving deep only when needed, is a great way to maintain accountability for change.  Attention is brought to each topic on a weekly basis, and as long as owners are being honest, the frequent cadence allows for quick resolution of problems before they escalate out of control or it becomes too late.

One key component of maintaining successful L10 meetings is to have two roles met at each meeting.  First is the meeting “owner” – who facilitates the meeting and keeps it on track, and second is the meeting “scribe” – who writes down all issues and solutions, and ensures these are stored in a common location.  These roles could actually be undertaken by the same person if s/he is a fast typist and strong facilitator.

Interestingly, AJC has offered this service for many years to clients, even before having read and bought in to Traction and the Entrepreneur’s Operating System.  We call it our “Accountability Model,” and liken it to hiring a personal trainer or housekeeper.  When you know that you are meeting with your PT or that your housekeeper is coming, you get your workouts done, or pick up the clutter around your house.  Without that forced accountability, it is far too easy to let tasks which require a bit of mental discipline to fall into arrears.

If your company needs to just get something done – consider assigning or outsourcing someone to lead an “Accountability Model” for your company or group.  Stay disciplined to meet weekly and ask if things are on track / off track for each project; then discuss and solve the issues which need further attention.  Don’t fall into the trap of thinking that everyone will get things done without maintaining attention and enforcing accountability.  If you can do this, just imagine how next year you will be able to say that you actually executed on that new strategy or plan, rather than having just talked about it.

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People Are Visual; Go With It

People are visual.  In his book, “Your Brain at Work,” David Rock writes that “One way to reduce the energy required for processing information is to use visuals, to literally see something in your mind’s eye.”  It is habitual for people to consider things in a visual way.  Consider how we naturally describe examples: Picture this, to illustrate this, to paint the picture, etc. 

To that end, picture this example: You are arriving at the airport’s short-term parking lot and are worried about being on time for your flight.  You are driving through the lot looking for a place to park, and it seems that the lot is nearly full! 

Which of these two images are more helpful to you when looking for a place to park?

In Image 1, you can see that the lot is full but there are no quick check indicators for where there may be a spot open.  In Image 2, there are little red lights above each parking spot indicating that the spot is full.  In the first situation, you have to drive through and actively inspect both sides of the lane for an opening which may not be readily apparent.  In the second situation, you merely have to scan down the rows of indicator lights to quickly ascertain that this particular lane is full and you will need to move to the next one.  The reality of the second situation is that at the end of the lane, there are green numbers illuminated which tell where there are open spaces in that lane.

It is so much easier for your brain, which is processing many items to quickly find a place to park and get into the airport for your flight in the second situation with the indicator lights.

Thus, in a business setting, visual images can also help to focus a situation and align the team.  Rather than discussing the image, it is helpful to create or present a visual with the stakeholders so that everyone has the same image in mind.  The other day at my client, we were discussing all the areas of responsibility for the upcoming production cycle.  In order to illustrate specifically what people were responsible for which area, and when these things would occur, not to mention quickly highlight the load each person would bear, I created a hand-written chart prior to our meeting and added names on sticky notes for each lane of responsibility.  Together we added several rows and move the names around, and at the end it looked like this (the fuzziness is intentional):

Example of a hand-made visualization tool (fuzziness intended)

After we finished this work, we discussed what needed to be done to realize this goal, including where new hires or temps were needed to keep the current staff from becoming too overloaded to successfully complete their responsibilities.  I was able to put it into Excel and capture the actions to get moving, and we are meeting again 2 weeks later to confirm that everything is on track.

The bottom line is that it is often super helpful to create visuals to help get everyone aligned. They don’t have to be super fancy or expensive.  White boards, large post-its, drawings on notepads, anything can be used to get the job done.  People just are visual, so go with it!

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Hey Leaders! Try Less Doing, More Leading

Last week I was with a client walking through a building with the Facility Manager and his boss.  We were preparing site-specific orientation in that facility, and I was along to document the pertinent items required for new hire training.

As we were walking, the boss pointed out items the Facility Manager needed to improve.  However, in the same breath as talking about how they needed to move a piece of equipment or get some material relocated, the boss kept offering to DO the work for the Facility Manager.  The first couple of times I kept my mouth shut, thinking that perhaps the Facility Manager was going to speak up and remind his boss that this was his area and he could take care of those items.  However, after the fifth time, when the Facility Manager did not speak up as the boss told him that he would take care of yet another little detail about that facility, I just couldn’t stop myself.

“You know, (Boss),” I said gently (and compassionately!), “You are super busy with all of your work already.  I think (Facility Manager) knows how to do these things, and being that this is the (Facility), it is pretty clearly in his scope.  Maybe we should let him get this stuff done instead of you taking more work on your plate.  What do you think?” 

The boss agreed with me, and later thanked me for helping him to maintain some distance, confessing that one of the hardest things for him to do is to let go of tactical work and trust his people to get things done.  The next day I spoke with the Facility Manager as well, and he was appreciative of the ability to maintain ownership over the area for which he is responsible and being held accountable. 

Granted, as a consultant, I am not always privy to the history of personnel performance, nor the track record of companies maintaining accountability for work without micromanaging it.  In fact, after having read Traction by Gino Wickman, I’m looking forward to a few upcoming opportunities to help work on EOS with clients; the L10 weekly meeting aspect seems to offer a very elegant way of maintaining focus and visibility on “Rock” level priority work without loading too much on any one individual’s plate.  However, it seems to me that if you won’t trust your employees to get work done in the area where you hired them to be responsible, you’re just going to keep piling work and worry on for yourself.  And that sounds pretty unsustainable.

Ed Batista is an Executive Coach and lecturer at the Stanford Graduate School of Business, his article “The Illusion of Effectiveness (Doing vs. Leading)” describes how while “doing” might have been how people were promoted to leadership positions, it is not often what is needed to keep one in that role.  He discusses how leading requires a lot of NOT doing, but coaching others to do better. 

I have yet to meet someone who can live another person’s life in addition to his or her own.  Those who truly feel compelled to lead must be comfortable with coaching and not doing.  A sustainable alternative to doing work for employees could be to set some clear expectations about the employee’s responsibilities and accountability, then offer training, guidance, and help when needed, but basically get the heck out of the way and let people do their work for themselves.  Then use those awesome weekly L10 meetings to maintain focus and thus elevate everyone in the group to accomplish more meaningful work with less stress and worry. 

Read this article and more on AJC’s blog, and sign up for our newsletter online at: http://andreajonesconsulting.com/blog.aspx