Journey Obstacles
Every executive knows that a clear business strategy is important.
Every executive knows that standard operating procedures are important.
Every executive knows that a compelling customer journey is important.
So why do so few organizations have a clear strategy, standard operating procedures, and a compelling customer journey?
In my experience, there are a handful of common obstacles that frequently trip-up leaders and keep them from doing what they know they should do.
Profits over Purpose:
Most executives know how to make money. They won’t be in a leadership role very long if they don’t! But many executives don’t know how to craft, communicate, and achieve a vision. The company processes deliver results, but they are not holistic and don’t incorporate the entire scope of the company. These companies often make money in the short term, but struggle to attract, retain and engage top talent because there is no purpose behind their profits. A great Journey incorporates purpose, process, people, and profits.
The Difficulty of No:
Many executives struggle to say no to good ideas. They want to encourage their people to be innovative and take risks – which is great! But eventually they find they have no bandwidth or capital to invest in great opportunities when they come along. Great executives know that good ideas and good projects must be regularly killed to keep a company healthy. All healthy organisms spawn more than they can support long term. Like bushes, organizations need to be regularly pruned to really flourish.
Everyone is Special:
I have seen some executives avoid strategic conversations because they don’t want anyone to feel left out or unimportant. “Customer service is our #1 priority”, they tell the CS team. “User Experience is our #1 priority”, they tell the designers. “Quality is our #1 priority”, they tell the engineers. “Innovation is our #1 priority” they tell the innovation lab.
If everything is a priority, nothing is a priority.
Customer service, user experience, quality, innovation, price, etc … they are all important. But they can’t all be the #1 priority. Great executives know they need to give clear direction to their team why and how they are going to beat the competition.
“I Don’t Want to Micro-Manage” :
Some executives don’t get into standard operating procedures under the guise that they “don’t want to micro-manage” their people. But this is an excuse. Executives must understand what their people do, how they do it, and how they can do it better. In reality, most employees appreciate their leader getting into the weeds and understanding the day-to-day reality of the responsibilities. Great executives know how much space to give their people. Not sure how to handle a particular employee? I recommend the Situational Leadership framework from Ken Blanchard as a great place to start.
Processes vs People:
Some companies value efficiency over everything. Wal-Mart and Costco come to mind. Other companies value experience over everything. I imagine buying a $100M yacht is a great experience. But most companies operate between the extremes of low-cost and luxury and need to embrace both efficiency and experience. Efficiency vs experience is not a problem to be solved. It is a tension to manage. And great companies find ways to integrate the two and get the best of both.
Disney is an excellent example. Their theme parks efficiently corral millions of guests every year, yet the guests leave with a smile on their face and a promise to return. The way they balance a great customer experience and good operational efficiency is magical.
What about your company? How are you doing with strategizing, standardizing, and optimizing? What are the obstacles blocking you from developing and implementing a great Journey in your company?
