Discipline makes Daring possible.

Musings from The Disappearing Boss on People, Process and Responsible Autonomy for small-business employers.

Category: Enabling Framework

Outside In
April 9, 2019

Outside In

“The most successful forms start with identifying what is on the outside that they need to interact with and then working their way back into finding the form that best suits their external purpose.”*

For a business the key ‘outside’ thing that ‘they need to interact with’ is the customer. The interaction is making and keeping the business’s Promise.

So to me, it makes sense to build a supporting framework that reflects this. That way, everyone knows what the business is there to do.

*herman wagter & jean m. russell, cultivating flows.

Dismantling the E-myth
April 2, 2019

Dismantling the E-myth

In his E-myth books, Michael Gerber identifies three key roles in a business: the entrepreneur, who drives the vision for the business; the technician, who does the work, and the manager who acts as a bridge between them, planning and organising the work of technicians to achieve the entrepreneur’s vision.

If the vision is shared by everyone, do you then need managers?

I don’t think so, but you do still need management – a way for the technicians to know what they have to do, and how well they are achieving the vision, so they can work out for themselves how best to move forwards.

This is great news for small business owners, because I’ve only ever met one person who wanted to be a manager.

If the vision is explicit and shared, and technicians manage themselves, do you then need an entrepreneur?

No, but you do need entrepreneurship – a way for technicians to see new ways to deliver the vision profitably.

So, if you can push both management and entrepreneurship down to the people who actually do the work, what happens to the entrepreneurs who founded it?

Their baby will have grown up, to be independent, autonomous with their original vision still in its DNA.

They get to choose what they do next.

Virtual Reality
April 1, 2019

Virtual Reality

The right metaphor can get to the heart of your promise faster than a speeding bullet, creating an instant bond between you and the people you want to serve.

Metaphors work because they are simple, direct and emotional.

A good metaphor paints a picture worth a thousand words: “Longcroft Luxury Cat Hotel”.

The best metaphors conjure up an ongoing relationship: “Let us be Houston to your space mission”, “Welcome to our loving family”.

A metaphor that truly captures your promise acts as a compass for everyone involved in the business – your team, your collaborators, your suppliers and your clients. Whatever the situation, people will always know the right way to go.

But you can take it even further, by using your metaphor to actively design the way your business works, creating your own virtual world, where people take on different roles to play out what that metaphor means for your clients. If you get the metaphor right, it won’t even feel like work.

And that means you can make your business autonomous.

If everyone knows their part, has access to all the right props, and has a compass for when things go astray, they don’t need you to watch over them do they?

Leverage
March 28, 2019

Leverage

“Give me a lever long enough and a place to stand, and I will move the Earth”.

We tend to focus on the lever, but the ‘place to stand’ is just as important.

Without sure footing, the lever can’t get purchase.

When you know the essentials are being done consistently, you can experiment at the edges to make things better.

Discipline makes daring possible.

Constraints
March 27, 2019

Constraints

No composer would present his orchestra with a blank scoresheet and expect them to play – not even John Cage.*

Creativity requires constraints. The blank sheet of paper numbs imagination.

  • “Thinking outside the box”
  • “Pushing the envelope”
  • “Pushing boundaries”
  • “Bending/stretching/breaking/re-writing the rules”

If you want the creativity, you have to create constraints people can work from.

Discipline makes daring possible.

*Cage’s box was for the audience, not the orchestra.

Overhead
March 25, 2019

Overhead

When you add a manager to a business, you add overhead. So the first effect of hiring someone to replace yourself as manager or supervisor – so you can work on your business instead of in it – is to take a real hit in profitability.

What if, instead of appointing someone new to manage your people, you appointed them to manage themselves? You could use the saving in overhead to invest in them instead, building a supporting framework, coaching, mentoring, training, and of course a fair share of the rewards.

When you want to expand to serve more customers or clients, you can simply add more people.

Those who’ve taken this approach have found the return on this kind of investment to be well worth it.

Control Freaks
March 19, 2019

Control Freaks

Control freaks get a bad rap.

In my experience, business owners become control freaks because they care about the experience their customers are getting.

They want every client to feel as if they were dealing with the owner personally, as they did back in the days when the business was the business owner.

Control freaks want to delegate. They just don’t feel they can.

They don’t know that their people can deliver that customer experience just as well as they can, if not better – even if they don’t do it in quite the same way. They’ve never discovered this, because they’ve never tried to articulate exactly what that customer experience should be. They just do it, and they expect their team to be able to just do it too.

If you want your business to run autonomously, without you, and still deliver on your original promise to customers and clients, then you need to build autonomy into your business.

It rarely happens by osmosis.

When you make a company, you make a utopia.
March 8, 2019

When you make a company, you make a utopia.

“When you make a company, you make a utopia. Its where you design your perfect world.” Derek Sivers.

As Derek Sivers pointed out – building a business is a creative act, and like imagining a building, or hearing a symphony in your head, or visualising a ballet, you can make it behave however you want it to.  

You make the rules.  

You don’t have to do what everyone else does. You don’t have to do what most people expect. You don’t have to do the same-old, same-old. You don’t even have to get big.

You can build a business that creates value in a way that matters to you an the people you serve.   That gives people the physical, mental and spiritual nourishment they need; that husbands resources; that grows everyone it touches; that empowers everyone to lead.  That enables everyone to be fully human.

For millennia people have used new and innovative technologies to do this.  And sometimes, like New Dawn Traders they re-discover ancient ways of doing it too.

What does your perfect world look like?

You can build it if you dare.

Replicating
March 6, 2019

Replicating

As Ray Kroc understood, recreating the look is not enough to make your new outlet convincing, no matter how faithfully you do it.

What matters is what happens inside.

Replicate that and you’ve got an asset you can scale.

It’s difficult, especially where ‘clockwork’ isn’t the feel you’re after, but it is possible.

The trick is to think up a level or two from the obvious.