Optimizing execution - When ideas and operating systems collide.

The following is the original and the rewrite can be found by clicking here.

On more than one occasion I have seen sales and marketing ideas, sometimes very good ones, gather support and momentum... and then - SCREEEEECH, CRASH... BIG FIERY EXPLOSION! 

Why would that happen you ask?

These "fiery instances" came about because the idea simply could not be accommodated by the operating systems that are being used to manage the business... the idea could not be automated, "systematized" or streamlined with the current operating system(s); never to get off the ground... or if it does, it's a pale version of the original idea.

I will be the first one to say that systems should not dictate what you do, as that is the job of the customer and the market... however, it is important to understand your available systems and not execute on ideas that are misaligned with the capabilities of your systems - When you play chess, no mater how much you want the bishop to go side ways, it can only go diagonally; much like the systems you work with, their capabilities make up the rules of the game and dictate how you have to play. YOU NEED TO LEARN THE RULES.

RULE #1: It is imperative that you understand what your ERP, CRM and online systems can and cannot do; you definitely need an in-depth working knowledge of these systems within your functional area, as well as a broad understanding of the overall system... everything is so interrelated. Demand as much system training as you can get, or at the very least, ask where you can find the "manuals".

RULE #2: Develop a system process map for how your idea(s) will be executed before you move to build the support and momentum that will fuel your execution. If in any of the process you find the need for manual involvement, this is a strong indicator that a possible BIG FIERY EXPLOSION is in your future - This will also highlight system shortfalls that need to be addressed to serve your market and customer more effectively.

RULE #3: If you hear the phrase "they will figure out how to make it work" used in the context of your available systems, this is a big red flag. Big systems can be used by those who execute... they cannot be fixed by them. This also conjures up images of the loveable Business Gnome, and you know the mischief they can get into. 

RULE #4: Systems can never be blamed for why your idea "did not" work... that is on you. They however can be blamed for why your idea "will not" work... refer back to Rule #1 & #2. Align with your "operation" partners; escalate customer and revenue limiting issues regarding your current systems; bring data, and make people listen.

If you have ever experienced a SCREEEEECH, CRASH and BIG FIERY EXPLOSION, you will know they can be very, very messy situations to clean up - Probably the biggest consideration for the above rules.

gpe

A very bad week... enter the four horsemen.

The following is the original and the rewrite can be found by clicking here.

Just for the sake of argument, let's say I've had a very bad week; current projects are completely overwhelming, what's supposed to be working just isn't, wonderful opportunities continue to stay at arms length, and the specter of Doubt starts to insidiously creep in... followed by the other three Horsemen of the Apocalypse* - Fear, Despair and Unworthiness.

Doubt - the feeling of uncertainty or lack of conviction.

Fear - an unpleasant emotion caused by the belief that someone or something is dangerous, likely to cause pain, or a threat.

Despair - the complete loss or absence of hope.

Unworthiness - the belief of not being good enough to deserve something or someone: not worthy.

Why do I call them the Four Horsemen of the Apocalypse?

They will surely bring great catastrophe on anything and everything you want to accomplish; they are the destroyers of action and effective execution - They will leave nothing but unrealized ideas, lost opportunities, and regret in their wake. Doubt, Fear, Despair are each more dangerous than the other and will lead to the most destructive horsemen of all - Unworthiness; it will stop you from ever making anything happen.

How do you deal with them?

• Confront the horsemen head on: The four horsemen of the apocalypse are only as strong as you let them be. - Give them no quarter; they are truly liars and cowards.
• Deal in reality and not in what is imagined: Work with the facts of the situation and develop a plan to deal with your situation - Reality leads to fact based solutions, action and success.
• Use your network to offer a perspective on the situation - They do not fear your horsemen.
• Look to those who motivate you!
• Remember: "You are worthy. For no other reason than you are alive. You're worthy of love, success, support, heath and happiness. You're worthy of exactly what you desire in life. Stop holding back or limiting yourself because you believe you're unworthy. Ask for what you want and take action towards creating it for yourself."**

This is what I have come up with so far to handle my horsemen; next week will be a great week!

gpe

* The actual four Horsemen of the Apocalypse are Conquest, War, Famine and Death.

** From Awesomelifetips.com 

Unless proven wrong, they made the right decision.

Recently I found myself sitting around a table involved in a "hardy and dramatic discussion" about a business decision that had to be made; in the end, this particular decision did not go the way I had hoped. 

Experience has shown me that the decision making process is usually a mixture of "hardy and dramatic discussion", facts and figures, risk tolerance, gut feel and a smidgen of "hope" - And must lead to making an "actual decision"! 

It is always tough being on the wrong end of a decision; at the very least, it can challenge your conviction or belief systems and at the very most, your livelihood. As I reflect back on the dynamics around the table, I thought I would share some thoughts:

• Although decisions are made based on facts and figures (data if you will), the ability to communicate the information is key. It is with effective communication that a clear understanding is articulated, pros and cons weighed, and the risk of making the wrong decision is minimized. The phrase "being on the same page" comes to mind.
• The decision making process is different for everyone; how they process information, the speed in which they make a decision, their risk tolerance, or the circumstances for needing to make a decision. It is important to understand the circumstances requiring a decision, as well as how the people involved make their decisions - This way you can work within their "decision making comfort zone". My experience is when a person is outside their comfort zone they will either delay the decision or default to a "no".
• Once a decision is made you need to respect it, even when you disagree.
• You need to support the decision to the best of your ability once it's made. If you fundamentally cannot support the decision, you need to be clear on your position... there may be consequences, but you will be respected for it.
• Decisions need to be made to drive action; even a wrong decision is preferable to a non-decision or an endless decision making process. You can always "course correct" a wrong decision, but not much can be done with a non-decision. 

As I look back at the decision made around the table, which as I say did not go the way I had hoped, I do respect that it was made; I have also taken on an interesting perspective - "Unless proven wrong, they made the right decision".

So there you have it, I have made the decision to prove them wrong.

gpe