When you start something new, having the questions right is more important than having the right answers.
Who is going to be impacted by your work?
Who are you serving?
What are their expectations?
Answers can only be found by asking. The fact that they lie somewhere in your previous experience and your knowledge of the world is just a myth.
We would like there to be a simple answer. And the reality, of course, is that there is none.
We would love the answer to be in the next article we read, the next podcast episode we listen to, the next online class we register for – even though we know we will never have the time, or the motivation, or the incentive to actually take it.
We would love our beloved go-to influencer to share their secret sauce. We would pay hard earned money to get it from their very own voice. We are desperate for it, so much so we convince ourselves that if only we would take the recommendation in the latest LinkedIn post they shared, everything would be fine.
The reality, of course, is that there is no secret sauce.
Every situation, every context, every team, every product, every go-to-market, every business model is different. You can apply some of your own previous expertise, or some of someone else’s previous expertise, but you’ll better do it carefully.
Starting with listening and asking loads of questions, seeing what you can take and what you need to drop, agreeing with others on the next important steps to take together.
That’s probably the only bullet that looks somewhat silvery.
Come up with the plan as you go.
The most interesting finding in this new research by MIT Sloan is the fact that failing to promote diversity, equity, and inclusion is considered a signal of a toxic culture.
Our analysis found that the leading elements contributing to toxic cultures include failure to promote diversity, equity, and inclusion; workers feeling disrespected; and unethical behavior.
It’a no longer just a matter of being fair to others who don’t look like us, don’t think like us, don’t see the world like us.
It’s a matter of business continuity.
Wake up.
What’s the impression you leave on those who are moving on?
What will your churned customer say about the service they got?
What will the exiting employee say about your company’s culture?
What will your colleague say as they transition to the new project?
Clearly, a mismatch emerged at some point. And the way you manage that does matter.
On one side, you have two colleagues, with similar competences, juggling more or less at the same time the following tasks: client booking via phone call, client support via phone call, client data collection and entry, service delivery, invoicing, and payment collection. This is a mess.
On the other side, you have two collegues, with similar competences, alternating on their tasks more or less as follows: one does client booking via phone call, client data collection and entry, invoicing, and payment collection; the other one focuses on service delivery and client support via phone call. This is a process.
We use to think of processes as the main reason for inefficiencies and disengagement, but the right process in the right place can do wonders. And the client is the one benefitting the most.
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