How people experience working with you depends upon a number of factors. A big part of that is process. As I have written about extensively, process is important. It helps to coordinate, to deliver results, and to codify expectations and principles into guidelines that can be followed. Those benefits tend to be internal to an organization, however. Frustrations and unintended consequences can occur when those same processes bleed to the outside. For those who lead with process, consider this a cautionary tale.
Buzzwords Bug Me… A lot
I have a singular aversion to buzzwords. It is powerful, it is visceral and most of the time it exists on a hair trigger. There are certain words and terms that I avoid using except when absolutely necessary. Their use by others produces in me suspicion and mistrust. I have more-or-less acknowledged this reality for a long time, but I only recently took a moment to stop and ask myself why I react this way. It was an interesting reflection.
A Definitive Takedown of Best Practices
“Best practices” is a term that we love to bandy about. Even I will find myself relying on it at times, although I try very hard to avoid uttering its syllables. Best practices are frequently espoused as the essential and optimal means of attaining results. Generally, they are absolutely nothing of the sort. Nonetheless, many use the term as a proactive defense to justify their preferred way of working, or an after-the-fact rationalization the actions they have taken. This is my attempt to explain as clearly as I can why this is a dangerous and inappropriate idea.
Engaging Strategically
Strategic engagement is hard at the best of times. When we have to do it remotely while working through a pandemic, it gets that much more complicated. We often think of online meeting solutions as a poor substitute for communicating in person. Used conventionally, they arguably are. So how can we rethink how we engage in strategic conversations online in a way that makes them work exceptionally well? Some initial thoughts.
Tyranny Of Rules Or Freedom To Choose?
Rules define how we approach virtually all aspects of life, not least of which is how we function in our organizations. There are the written rules, and the unwritten ones. Both shape our behaviour, and they interact with one another in fascinating and sometimes unpredictable ways. The larger question is how we interact with the rules around us—and whether or not it is safe, appropriate or advisable to do so. That depends a lot on the organization around us, how it functions and how we perceive our role within it.
The Written Rules Get In The Way
It’s the unwritten rules that arguably most influence the culture of organizations. And organizational culture spills over into customer experiences. What is not necessarily clear is where the unwritten rules come from. In many—if not most—instances, they are a reaction to the written rules. Sometimes the influence is constructive. When the written rules are bureaucratic, unthinking or unfeeling, the unwritten rules and resulting behaviours can also be subversive. And sometimes they’re just destructive.