Discipline makes Daring possible.

Pruning for productivity

Pruning for productivity

When you grow a tree for a productive canopy (of shade, or fruit, or flowers, or air-cleaning properties), just letting it grow straight up is rarely the most effective approach.

Instead you let the main stem (the leader) grow up nice and strong until you’ve got the height you want.

Then you take it out, to encourage as many side shoots as you can, because that’s where production happens.   From then on, every would-be leader is ruthlessly pruned out.

Every tree needs a strong leader at the beginning of its growth.

Once it’s the right shape though, its better to redirect that energy to where it’s really needed – the productive boundary.

Preserving process knowledge

Preserving process knowledge

How do you embed ‘process knowledge’ – the knowledge of how to do things – into other people’s heads across space and/or time?

Well the first step is obviously to get it out of your head first.    Then you have to communicate it to others in a way that is easily absorbed yet also ‘sticky’.

One familiar way is through apprenticeship – repeated physical practice under the eye of a master.  Great over time, although slow, harder to apply over space.

Another familiar way is to write things down – in manuals, standard operating procedures, process maps.  This solves the problem of space as well as time, but is actually notoriously un-‘sticky’.  Nobody likes reading manuals – in fact most people hate it.

So the best way is to create some combination of scribing and physical practice that combines the best of these approaches.

And that’s just what aboriginal Australians have been doing for around 40,000 years.  They preserve their culture – their ‘way of doing things’ through a complex combination of activities that includes mapping, painting and sculpture of all kinds, song, dance and actual doing, tied to a landscape that acts as both operating territory and memory jogger.

What’s interesting is how even the ‘scribing’ is so physical and multisensory – maps can be physical representations that are walked around; memorisation takes the form of songs and stories attached to landmarks.  Painting or dancing is not just a way of representing an activity, its a form of doing it.

We process mappers and manual writers could learn a lot from this approach.

Hmmm.

Watch this space.

Even brilliant businesses fail in the end

Even brilliant businesses fail in the end

A butcher’s shop Deptford is closing down soon.

No big deal you might think.

Except this butcher’s is a family firm that’s been going for 192 years.  Their pies, home-made, filled with succulent chunks of meat and delivious gravy are legendary.  Their T-bone steak has topped the leaderboard of the Steak Society’s ‘T-bone Tour’ since 2018.  And it’s all surprisingly good value too.

It will disappear just when the market for it’s wares is growing as Deptford gentrifies.

But the current owner, Bill Wellbeloved, needs to retire, and couldn’t find anyone to take over the business.

Even brilliant family businesses fail in the end, if they don’t find a way to last longer than their current driving force.

That’s why Gibbs & Partners exists.  So brilliant businesses can carry on for as long as their clients need them.

Planning to disappear.

Planning to disappear.

It’s well known that being employee-owned is good for a business.

But why stop there?

Why not make your business employee-run too?

Enable every employee to be ‘a Boss’ with a Customer Experience Score.

You business will be scalable, replicable, durable.

And you can plan to disappear.

Cacophony

Cacophony

A hedgeful of birds makes a right old racket.  To our ears at least.  But for the birds, each species hears what it needs to hear loud, clear and beautiful.

A Customer Experience Score describes a client journey into and through your business.   It’s an end-to-end process, ideally run by a single individual.

Of course clients don’t arrive in sync, and they all take individual paths through your business.   That means that as you take on clients, and people to serve them, the sound of your Score being played becomes a right old racket.

To your ears, maybe.   For the client, it’s music, loud, clear and beautiful.

So resist the tempation to ‘tidy up’ what you hear from the inside.   Beauty is in the ear of the listener, and it very much depends on where you’re standing.

Acumen

Acumen

Acumen:  Sharpness.  The ability to get right to the point, to the heart of the matter.

Acumen is something Jaqueline Novogratz obviously has in spades, because she realises that the people at the bottom of the pile have it too.

And that the best way them to help them is to enable them to apply it to help themselves.

Bottom up, ripple out.  That’s the way to do it.

No need for you to be there.

 

Work/play

Work/play

Why do we enjoy playing Dungeons and Dragons?

Because we know the rules.  We know the world we’re operating in.   We know our own capabilities.  We know there is randomness, provided by the dice.  And we know that the people we’re playing with know all that too.

Within that framework, each one of us can play freely with the skills we’re given and the attributes we acquire.  We can collaborate, go it alone, or switch between the two.  If we’re Dungeon Master, we can even change the rules.

Nothing is predetermined, there’s room for the unexpected, yet everything is coherent.    It’s a safe space enclosing the perfect balance between constraint and freedom, between box and creativity, between process and play, between community and individual.

Life can’t be like this.

But work can.

Discipline makes Daring possible.

Jumping jack

Jumping jack

“Design your business, or it will be designed for you.”

In other words, if you don’t decide ‘how things get done around here’, other people will decide that for you.   At best it will be your team,  but it could end up being your toughest suppliers, or your most demanding customers.

You didn’t start your business to dance to someone else’s tune.

Better get your own written down then.

Give us a clue

Give us a clue

In a business, striking the right balance between control and freedom is hard.

We want the serendipity that freedom brings.  To be open to emergent behaviour or trends.   And increasingly, we want our workplaces to be human, places where people can exercise their natural powers of creativity, collaboration and problem solving to the benefit of the customer and the company.

But emergence without direction or foundation simply turns into entropy.

The answer is to make sure the culture doesn’t only live inside people’s heads.

Document your Promise of Value as a compass to guide everyone on your journey.

Install a floor through which nobody can fall.

Capture the high-level process as the clue that will get everyone (especially newbies) through the labyrinth safely.

Then set your people free.

Selling up

Selling up

Your business doesn’t have to get big.   It should however, be capable of lasting longer than you do.  Of continuing to make and keep its (your) promises long after you’ve gone.

Otherwise, all there is to sell when the time comes is your customer list.

How do you think your customers will feel about that?

The good news is that scalability equals saleability.

Which means you really can sell up, not out.