Corporate Sociology

Job-a defined set of activities and responsibilities scoped to be realistically accomplished in the allotted time. Is that your job? Those who work for you? If not how do you know if what needs to get done will get done? Jobs that are not defined cannot be properly aligned. Jobs that are not defined create waste. Jobs that are not defined result in frustration. What Jobs should you define?

In football, poor hand offs result in ineffective plays, that can sometimes also result in fumbles or even injury. In business, we get similar results, but with a delay and that are often hard to see. This can be a major problem. Here are three things we can think about to correct or mitigate these problems: 1. Establish and follow a hand off procedure. 2. Make hand offs move visible. 3. Accelerate the consequences to minimize and control their impact. How can you improve your hand off process?

When we understand in a united way we have clarity. If we can clearly express ourselves in a common way, we can improve both the speed and quality of this understanding. One of the ways to do this is to create a common set of words and concepts, a vocabulary. This can be done through: 1. Spending time to understand how current common words and concepts are understood differently. 2. Commonizing a standard use for the group. 3. Use as a group until use is smooth. 4. Keep alive through proper review and adjustment. Does your organization have a common vocabulary with which to build clear understanding?

We sometime think we are special and that we need something special for us. This is a narrow notion and often costly notion. It may be true, but we should do our homework first. Not just surface, really look. There is likely something for us.

When we are ready for an idea it makes sense. We can see possibility. We can see a path forward. We understand how it connects to what we know. We understand where it can take us. We find new energy. We find new focus. When we are ready for an idea... It changes everything.

We need to recognize when to use each. This is not a matter of our style but based on true needs in real situations. We need to help cultivate actionable applicable insight that gets done. Do you know where to use each? How about your team?

Proper processes preserve working relationships. They are like fences (not walls) that keep the proper in and the improper out. When these fences fall in to disrepair, small issues can become large. There are two questions we should ask: 1. Do I have the proper processes in place for my team and myself? 2. If yes, are they in good repair?

From your Employees? From your Customers? From your Vendors? From your Leadership? From yourself? When did you last check? You reward such behavior more than you realized and when you do, you: Allow bad habits Confuse Employees Are trusted less Are less efficient Are less effective Plant seeds of future problems It is time to take a good look.

A platform is a space for work to happen. We can use a platform to frame a discussion. The platform does not have to be complex. Here are some items to build into a platform: Current state Maps Drawings Stats Facts Options Observations The goal is to have a starting place for a discussion. A wall to throw against and get a return. Where could you use a platform to facilitate a discussion?

Do your employees know these answers? Or do they have to figure them out everyday? This is waste in all but the most developed of corporate cultures. Part of management is to help develop these directions. Contexts may be different, but the human need is the same. How can you improve for your team?

When we can see anew it changes: what we though was true what the next steps should be what is possible what our energy level is what we should worry about what our potential is When did you last see anew?

One is waste, the other can lead to wonder.

Are you building culture? The answer is yes. Here is a better question: How are you building the culture your business needs to be at its best? This requires us to have thought about culture. To have started to start doing the right things and stop doing the things that hinder our culture. Does this have to be hard or huge? No. But we need to stop and think and then start and do. What are you going to do to start building your culture?

Do you provide your team answers? or Do you help them discover through teaching questions? Do you prevent their ideas by to strongly sharing yours? or Do you provide space for their ideas to build and grow? Facilitate seeing to improve being.

An organization without clear priorities is at best a collection of different prerogatives, but more likely: Stressed Overworked Reworking Regret filled Yearning for purpose Does this describe your organization or...

Frameworks can do the following: Provide completeness Provide a lens Provide a structure Provide a method Provide a path Provide consistency Provide uniformity Provide standard work Provide results

This seems to be an obvious statement. The problem is that despite it being obvious, we often attempt to problem solve without data. Data varies on in usefulness, but to not have puts us at a distinct disadvantage. Here are a few questions to help us assess the data we need: Do we know what data we should be collecting? Do we know how difficult it would be to collect? Do we know how we might use it? Do you know the answers to these questions for your process or business? If not it is time to find out. It will greatly aid problem solving.