The Barrier of Systems
To develop and strengthen any organization, leaders must look critically at their systems. A system is simply a set of processes to accomplish tasks. They are the vehicle that you take to get from Point A to Point B.
I’m sure you’ve heard the phrase, “This is how we’ve always done it…” Would that be acceptable to you? Would you press into those routines to assess if they could be refined, to cut any excess, to add greater accountability, or possibly renovate entirely? If we’re honest, our teams and procedures could use some system assessment. The onus is on leaders to evaluate these processes in their organizations or departments to determine how they fit in the pyramid of organizational strength and whether any part of the system can be made more effective.
A good place to start is to ask if your systems are delivering their intended outcomes: Is communication between departments sufficient and timely? Are products and services achieving the quality you intend? Are customers expressing the level of satisfaction you seek? Said differently, are your organization’s systems accomplishing what they were designed to accomplish? For a system to work properly and be successful you need three main components: predictability, reproducibility, and accountability. You can hone your organization’s systems by employing these key strategies.
Create clarity around the “Why?”
Define the “Why?”: What is the purpose of changing a process? People want some degree of explanation, especially if change will affect them. State the goal(s) of the company and how the change will achieve that.
Infuse these statements of clarity into core leaders who will communicate them throughout the department or organization.
Successful system implementation begins at the top.
Core leaders must clearly understand their responsibilities and their next steps.
Commit to implementing your role in this change with fidelity and hold your direct reports accountable.
Give yourself plenty of “runway”/margin.
During implementation, allow adequate time and practice to hone the process.
Determine how much runway is needed and set realistic expectations for the team.
Launch privately before launching publicly.
Private and controlled launches can be tweaked for proper execution and prevent avoidable errors that result from a rush to enact change.
Plan for problems.
During pre-implementation, recruit a team of brainstormers of those involved and even those not directly involved in the change.
Develop “If-then” procedures (“If X occurs, then Y…”) with clear roles assigned.
Evaluate the implementation and outcome honestly.
Establish a feedback team of those involved in the change. You will benefit from their observations and even refine the new systems further.
Create feedback channels to key leaders.
Record feedback to discuss with leadership on a regular basis, especially at the onset.
Don’t give up too early. Changing procedures can be challenging, so have a growth mindset that extends some grace while excellence is being pursued.
Remind your team of the “Why?” and the significance of their roles.
Celebrate progress and wins.
When encountering significant opposition, discuss it with leadership, choose when to adjust and when to persevere.
Well-run systems help individual departments and entire organizations reach their intended outcomes. This is not done haphazardly; it is purposeful and strategic. Wise leaders evaluate their procedures and create plans to refine them. Have you evaluated your systems lately? Let LDI help you. We specialize in equipping organizations to refine their systems and other components for growth, profit, and success.