Good strategies for difficult times

“Companies that have embraced new ways of thinking about sales are thriving, and those trying to do more of the same are struggling,” said Errol Greene, director of Verity Insight Partners. “The fact is that not only has the economy changed, but the way people do things has also changed.” Seems like the opposite that I’ve heard from others. “Our members have told me they don’t want to think differently.” confided an executive director of a large manufacturing association. “They really just want to get some money from the government to help them out until things get back to normal.” Which organizations do you think are surviving this economic downturn?

The definition of insanity: doing the same thing over and expecting a different result.

Apple couldn’t compete against Microsoft. In fact, the Mac was in such bad shape that they sold part of the company to Bill Gates just to raise capital to stay afloat. Their founder and CEO, Steve Jobs, was gone and they couldn’t get into the personal computer because Windows was cheaper and more popular. When Jobs came back, what was his response? It was no longer about changing Apple’s focus from computers to wireless handheld devices. The result? The company created their own market where they could dominate. By innovating and doing things differently, Apple has recovered to the point where it is now bigger than Microsoft.

How to build a sustainable competitive advantage

The key for any organization is how they can build a culture that allows ideas to flow and still be able to meet their short-term financial and production goals. For many organizations, it’s almost like trying to plan a cross-country trip while stuck on a treadmill. You use a lot of energy to keep moving in one place and you don’t seem to be going anywhere. The key is to allow your greatest resource, your people, to express and build ideas. The question arises, how do you do it? Here are some quick ideas you can use to help build a culture that is capable of change and innovation.

one. Focus on practical innovation

What is practical innovation? It starts with allowing people to think differently. Give people the tools and rewards to think differently. From there, you can sift through the ideas and start strategizing. The next step is to implement the strategy and create a series of measures to assess whether that strategy is working. As you assess and address the problems that arise, you approach the new problems once again by thinking differently about them.

two. Talent Management Strategy – Go from Loyalty to Commitment

Recognize people for what they have done and their achievements and not simply for their longevity. Here’s a radical thought: Give people the tools they need to find another job! It may seem like a strange idea, but it is the idea of ​​providing relocation internally. Why? Because so much of career management is based on achievement! It’s the reason we do behavioral interviewing. Past success leads to future success is the philosophy behind behavioral interviewing. Giving people career management tools, like measuring their achievements and building a resume that reflects what they’ve done. prior to leave, you’re encouraging people to engage and perform better. If you give them the space to succeed so that they will be loved elsewhere, they will stay with you. It’s like the old saying goes, if you set them free and they don’t come back to you, they were never really yours to begin with. People, whether they like it or not, have to be entrepreneurs and understand that they are CEOs of their own company called ‘Me Inc.’ and the better the product, the greater the rewards.

3. Create a common language

The fact is that the way people communicate has a direct impact on their ability to innovate. Negatives like ‘purpose’ and ‘however’ can quickly stifle both ideas and commitment. By creating a positive common language, ideas have a good flow and can be created in “real time“A common language helps not only to create options, but also encourages people to create ideas to find solutions and not just get stuck.

Four. See your rewards

People respond to how they are rewarded. When you promote people who keep their heads down and play it safe, you send the message to others that this is the way to be successful in the organization by keeping a low profile. The way you reward people includes promotions, bonuses, recognition, and even punishments. Empowerment is also a type of reward. It shows people that you trust them and allows them to execute on their ideas.

5. take care of your people

If people are stressed or going through a difficult time, it is very difficult to be innovative. Burnout, worry, and anxiety lead to lower performance and therefore fewer ideas. If you really want to get someone involved, give them some time at work to deal with a personal issue. It’s amazing how committed they will be to your organization once that crisis is over.

6. Promote real diversity

If everyone agrees with everything, there is one more opinion. Diversity is not about people who look different, it is about people who think differently. They recently did a poll in a couple of major newspapers and found that over 90% of people voted for the same person. The result is that these publications have developed a reputation for presenting biased views and their readership and publicity is so low that one of them (news week) was recently sold for $1. Look for people with different backgrounds and careers. Maybe instead of someone with corporate experience, hire someone who has their own business. If you’re into high tech, maybe you’re looking to attract people from the manufacturing sector. The problem with so many organizations is that they hire people who are ‘just like them’, even if they look different. Disagreements, with respect for the other person, can be a good thing. My grandfather, who owned a very successful department store in Missouri, used to say that sometimes you should listen to your enemies because they will tell you things you need to hear that your friends are afraid to say.

7. clear communication

Two business rules 1) if you promise it by Thursday, deliver it by Thursday and 2) NEVER promise it by Thursday. Be honest with people and don’t make promises you can’t keep. If things change, tell people. They probably already know in some way. Innovation is closely linked to communication. In fact, it is the basis of innovation. Direct and respectful communication is essential for innovation.

Part of their strategic plan: Harnessing their collective genius

McDonald’s, as everyone knows, is one of the most successful restaurant chains in the world. There is a story I heard about its founder, Ray Kroc. Kroc, like all of us, had strengths and weaknesses. One of his weaknesses, curiously, was innovation. He was a master at creating processes, but what was difficult for him was generating new ideas that could help the company. In the 1950s, there was a problem facing McDonald’s. Many of his customers were Catholic, and at the time a large percentage of Catholics did not eat meat on Fridays. McDonald’s franchisees demanded that more than just hamburgers be created so as not to lose this valuable market on Friday. Kroc then created what he called the Hawaiian Burger. It was a piece of grilled pineapple on a bun. It capsized like a lead balloon. Fortunately, one of Kroc’s gifts was the realization that he didn’t have all the answers, so he gave it back to his franchisees. Someone suggests instead that they take fish, bread and fry it and introduce that product instead. Thus the Filet-o-Fish was born and became one of McDonald’s staples.

The lesson is that no matter how smart or creative you are, no one person can have all the ideas all the time. Every organization needs to continually harness the collective genius of its people. It is, in essence, the only truly sustainable competitive advantage you have to get you through tough times.