Should you vs. could you? That is the question.
In the first Jurassic Park movie, Dr. Ian Malcolm, played by the great Jeff Goldblum, says, “Your scientists were so preoccupied with whether or not they could, that they didn’t stop to think if they should.”
While the movie specifically questions the ethics of cloning dinosaurs – a topic for another day – the statement also applies in the business world. Just replace the word “scientist” with the word “entrepreneur” or “owner.” Many CEOs and founders prefer to focus on what could be possible. Why? Simple. It’s sexy and fun. They don’t have the time or interest to think about process.
Assuming ethics are already in consideration, it makes sense for the could to be their focus. Plus, it's almost always necessary when attempting to start a new business or invent new products. However, when looking to scale a business, development, evaluation, and refinement of processes are also needed.
Too often, when asked about process improvement, whether it be operations, sales, etc., leaders fall back on one of two responses:
The Shut Down or “That’s the way it’s always been done, and it works. Leave it alone.”
The Get It Off My Plate or “Then go develop a new one.”
Both statements are flawed, but still often used by the C-suite, senior leaders, and even entrepreneurs who prefer to focus on other, seemingly more important matters like talent retention, increasing margin, or overall business growth. What they don’t realize is that one of the simple statements above can actually hinder their ability to address one or more of their other important challenges.
Instead, they should look at the processes (or in some cases lack thereof) that already exist. Taking pause to consider “what should we do?” saves time, money, and effort – all of which can be redirected into propelling the business forward.
To better illustrate the importance of should, let’s break down the flaws of those all-too-common responses, along with recommendations on how to handle the questions that might provoke these responses.
Response #1: The Shut Down (i.e. “That’s the way it’s always been.”)
Often used to address a less experienced or ambitious employee who has done it differently in the past and wants to show their value.
Flaw #1: Nothing is ever perfect, forever.
While the current process may be the only process the company has used, and it worked – and still may work today – a smart business leader knows change is the only constant. Since implementation, consider possible impacts on the effectiveness and efficiency of the process:
· Economic environment
· Size of the company
· Skillset or skill level of the talent
· Mindset and priorities of the target audience
Odds are one or more of these things have changed, which means you can’t be 100% sure the current process is optimal. Or frankly, even performing as intended.
Admitting that the process could benefit from an evaluation based on the new, current parameters is not admitting the failure of the initial process. Rather, it shows an openness to new ideas and positions leaders as forward-thinking. Plus, you don’t have to do the work. You just need to provide the background and guidelines to empower your team to develop a recommendation that you can approve or tweak as necessary.
Flaw #2: The statement can sound closed-minded and dismissive.
A chain of command with clear decision-makers and accountable parties is important, especially for a growing business. That said, a study in the Harvard Business Journal highlights the need for respect within an organization both to attract and retain talent. Plus, keep them focused and excited about their roles. In fact, the study showed employees who were treated with respect were 55% more engaged, had 92% greater focus and prioritization, and were 1.1 times more likely to stay with their organization.
Maybe your team member really does have a great idea for improvement. Maybe their idea could spur a game-changing business idea from your mind. Maybe not. At least hear them out and consider revisiting the process.
If you’re going to insist that no change is needed, at least not right now, a better response would be:
“Thank you for your [feedback, inquiry, idea, etc.]. It’s not a top priority at this time, but something we may consider evaluating in the future.”
Ideally, attach a timetable – whether it’s 3 months, 6 months, or next year – because truthfully, it’s hard to believe that nothing has or will change by that point.
Response #2: The Get It Off My Plate (i.e. “Go develop a new one”)
Often driven by an employee who strongly dislikes the current process or lacks the background to understand how the process was developed originally.
Flaw #1: Getting rid of the good with the bad.
There’s a saying “don’t throw the baby out with the bathwater.” This is also true when it comes to developing and redefining processes.
Frustrated talent may claim that they “hate the process” or that “the process is inefficient.” While that may be true, there are few instances when a process was put in place just for the heck of it – especially in small or mid-size businesses. Yes, there may be inefficiency, but there is a reason it was implemented originally. Plus, there may be parts of it that are still working well.
The solution: Be more specific in your direction. Acknowledge that you understand, even agree, the process could be better and recommend refinement. Next, and this is important, make time to review the goal – what challenge is this process trying to address? Break down the steps and evaluate whether or not they’re still working as intended. By identifying the step or steps that are the problem, you and your team naturally know where to start the refinements.
Flaw #2: This statement is too broad.
Even if the entire process should be revamped, this statement doesn’t empower the person or team asking the question. It lacks the background for the development of something that fits within your vision for the company’s future.
What? This statement doesn’t empower the team? But they can develop whatever they want. Yes – and that’s exactly the issue. No process should be evaluated and rebuilt in a vacuum.
As mentioned earlier, clearly setting the goals, and guidelines is the best way to get a result that you as a leader, and your team both feel good about and will drive the business forward.
Think of it like this: You shouldn’t build a better mousetrap if the goal is to catch a fox.
Could we or should we? That is the question.
Over time, updated business goals, marketplace conditions, available talent, and other factors warrant the evaluation of processes used by a business. Any process can be changed if you throw time, resources, and money at it. The question to consider is: should we?
Don’t fall back on a flawed, knee-jerk response. Instead, take a breath, listen with an open mind, and try to be fair and unbiased. Or, in the best case, hire someone who can do it on your behalf, with your business’s best interest in mind.
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