‘He that loveth silver shall not be satisfied with silver; nor he that loveth abundance with increase: this is also vanity’
(Ecclesiastes, 5.10).
Ever since we’ve been human, we have understood the damage that can be done by the monopolisation of wealth and power. From earliest times we developed ways to prevent it in our communities – burying it with the owner, holding regular debt jubilees where everyone went back to a baseline, taxing the marginal income of the extremely rich at rates that made further accumulation pointless.
Profit for profit’s sake is vanity.
It’s also destroying our ability to live well. Even our ability to live at all on this world.
Are you happy with that?
If not, and you’re wondering where and how to get started, this tool I helped to build will help you see the system, so you can change the system:
I’ve always been sceptical about claims that double-glazing businesses are ‘very clean, and tidy up after themselves’.
Not because I think they aren’t, but because I’ve always suspected that emphasising the ‘tidying up’ might be a way to distract from poor work on actually putting in the windows.
I’m wrong of course.
What being clean and tidy signals is a pride in the job and consideration for the customer.
A committment to leave the client’s home as least as good as it was before the job, if not better.
A willingness to conserve bits and pieces the client wants to reuse.
A willingness to fill in holes you didn’t make, because that’s what a proper job looks like.
It might cost a small amount extra – hardly anything really, because not to do a proper job is usually harder – but every little helps to build a bank of goodwill and loyalty.
A good tool tells you what it’s for. So that it’s simple to understand, and simple to use.
A good tool is powerful. So that it can be used at multiple levels of granularity.
A good tool is also simple to make. So that it becomes accessible to everyone.
Some of the best tools are also tangible. So that mind and body work together to embed mastery.
My friend Bev Costoya has invented a new tool that is simple, powerful, accessible and tangible, to help people like us to fully evaluate the impact of ideas on the ecosystem that surrounds us, so that we can change the world in the right direction, on purpose, instead of by accident.
It’s called the Wolf Tool, and it is absolutely brilliant.
You might like this excellent podcast series from Gary Hamel and Michele Zanini, authors of ‘Humanocracy’.
In ‘The New Human Movement‘ they tell fascinating stories of how huge companies have been able to re-invent themselves simply by giving everyone who works for them a bit more of what they really want:
Agency – to make their own ‘me-shaped’ dent in the universe.
Mastery – to learn and master (even teach) new skills.
Autonomy – to be free to choose how they make their dent.
Purpose – to do this for something bigger than themselves, that has meaning beyond the sale.
Community – to do all this with ‘people like us’.
Status – to know (and for others to know) where we stand in our communities.
Thereby unleashing the ‘everyday genius’ of everyone, instead of relying on that of a chosen few.
Imagine the impact you could have if you started from here in the first place?
I’m hungry, and I want lunch delivered to me at home, I can choose from at least a dozen food delivery apps, each of whom will offer me dozens of local take-aways, each of whom will offer me dozens of menu items, plus additional special menu combinations. Or I go out to my regular restaurant, which will offer me dozens of menu items, plus additional special menu combinations.
How do I choose?
I’m looking for curtain rails, and I need them soon. I can choose from several brands online, through dozens of suppliers on Amazon, e-bay, big-box retailers and individual shops. Most brands and several suppliers are in all of these places.
How do I choose?
My bet is that most often, people choose what’s familiar, the dish they had for lunch yesterday, or the same day last week. The brand they’ve heard of, or the retailer they recognise. Or the cheapest.
Because selecting what is really going to be right for me, right now, among so many choices is exhausting.
There are reasons small restaurants thrive in the centre of Paris. One is that they serve a working population who still value a proper lunch break. The other is that they don’t waste their customers’ valuable time making them choose what to eat. There are only two options on the menu.
If you aren’t well known yet, and you’re not the cheapest, but you know you might be just what the people you seek to serve need, right now, don’t make them work too hard.
Fewer options makes it easier for them to try something new.
the power to influence or direct [other] people’s behaviour or the course of events.
the ability to manage a machine, vehicle, or other moving object.
the restriction of an activity, tendency, or phenomenon.
the ability to restrain one’s own emotions or actions.
a means of limiting or regulating something.
verb:
determine the behaviour or supervise the running of.
maintain influence or authority over.
limit the level, intensity, or numbers of.
remain calm and reasonable despite provocation.
regulate (a mechanical or scientific process).
hierarchy (ˈhʌɪərɑːki)
noun:
a system in which members of an organization or society are ranked according to relative status or authority.
the clergy of the Catholic Church or of an episcopal Church.
the upper echelons of a hierarchical system.
an arrangement or classification of things according to relative importance or inclusiveness.
the traditional system of orders of angels and other heavenly beings.
chaos (ˈkeɪɒs)
noun:
complete disorder and confusion.
the property of a complex system whose behaviour is so unpredictable as to appear random, owing to great sensitivity to small changes in conditions.
the formless matter supposed to have existed before the creation of the universe.
the first created being, from which came the primeval deities Gaia, Tartarus, Erebus, and Nyx.
anarchy (ˈanəki)
noun:
a state of disorder due to absence or non-recognition of authority or other controlling systems.
the organization of society on the basis of voluntary cooperation, without political institutions or hierarchical government; anarchism.
The interesting thing about all of these definitions (from Oxford Languages), is that all but one are descriptions.
That odd one out is an opinion. From someone further up the hierarchy, used to being in control of people other than themselves.
Voluntary cooperation is a form of control. It’s just that each participant gets a say in in defining what it means (sometimes as they go along), and agrees to join in.
I must apologise to regular readers. I’m about to mention, yet again, one of my favourite business books.
The brilliant “Words That Change Minds”, by Shelle Rose Charvet is both a guide to the different ‘working styles’ people bring to a given context (in this case work), and a guide for using what you learn about these to communicate appropriately.
Some of the dozen dimensions she explores are familiar, such as whether people are motivated ‘towards’ a goal, or ‘away from’ a situation, but others are a bit more unusual, such as how much people are motivated by change, and what kind of change they enjoy; or how people get convinced.
Another interesting dimension is how motivated people are by having a procedure to follow (Procedures) vs making up their own way of doing things (Options).
At the extremes, both styles are difficult – an extreme ‘Procedures’ person needs something they can follow like white lines on a road, and will be completely thrown by missing steps or exceptions. An extreme ‘Options’ person will get nothing achieved, because they are forever reinventing the wheel before they use it.
As you might expect, entrepreneurs are, almost by definition, towards the ‘Options’ end of the scale. After all they’ve identified a better way of doing things, and experimented with that untill they’ve turned it into a successful business.
What they may not realise is that the people they employ aren’t necessarily the same. Which can lead to frustrations on both sides:
“Why don’t you just do it?”, “Why am I the only one that thinks of these things?”, “Why am I re-doing everyone else’s job?”
“Because you’ve never told me what it is you trying to do.”, “Because you never told me how it should be done.”, “Whatever I do, you’ll change it, so why should I bother?”.
Fortunately, most of us fall somewhere in the middle of these extremes, so it’s possible to accommodate everyone’s individual working style without having to delve too far into what they are (although I do recommend using this book to create a ‘brief’ for a role, and recruiting for the critical dimensions).
Here’s how you do that:
Create a high-level map of how your business makes and keeps its Promise to the people it serves. A Customer Experience Score, that tells people what has to happen when, but leaves the details of how to do it to them.
Document important detailed techniques separately, in a kind of ‘Enquire Within upon Everything’, so it’s available anyone who needs it, either as a day-to-day guide, or an occasional memory-refresher.
Where it’s really useful, signpost relevant techniques from the Score.
For example:
Images copyright DogKnows Ltd.
With a score like this, people know the outcome they are aiming for, and can be given full responsibility and autonomy to achieve it (or over-achieve it), in their own unique style. Or to simply follow the process, if that’s how they roll.
Discipline makes work more enjoyable for everyone. Including you.
