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Scalable Simplicity
by Mike Wagner
 "Every time I leave a meeting, I'm more confused than when I went in."
I've been hearing that a lot recently - but it's an age-old problem. As their leader, they're not saying it to your face. They may not even be saying it aloud, but it's the dialogue playing in their minds.
I've had hundreds of conversations with middle managers, supervisors, and front-line employees and I hear, "It shouldn't be this complicated..." a lot. In addition, they blame...
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Leadership Challenge:
What to do when quality isn't enough to succeed.
A quality product or service is only table stakes in business. That can be hard to hear and even harder to accept. Quality may get you in the game, but it doesn't guarantee you a winning hand.
We have worked with hundreds of organizations and not one of them has admitted to a poor quality product/service. However, many are complaining of getting beat by competition with inferior quality.
At your next leadership meeting, try this exercise:
- List all of your competitors
- Rank them based on their Customer Experience (how their customers perceive their product/service)
- Discuss what your competitors focus on to deliver a superior Customer Experience
Don't get trapped into thinking "quality speaks for itself". To succeed in today's marketplace it takes a quality product/service surrounded by a remarkable Customer Experience.
Ask the Rabbit
Q: Why are my managers so tentative about making decisions?
A: To answer your question with a question: What have you done as their leader to encourage a system whereby they are reluctant to make decisions on their own? It wasn't your intent to create this dependency, but your question indicates this situation does exist.
Without a clear set of guidelines by which to make decisions, it becomes a guessing game, "What would the boss want me to do here? Ah, better wait and ask him - I don't want to be wrong."
In determining your organization's Right Customer and Right Experience you move the "right decision" out of your head and make it objective for all to see. Knowing whom you serve and what you promise equips every employee with a set of decision-making tools. They stop hoping they're making the right decision to knowing they are creating the Right Experience for your Right Customer.
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Without a clear set of guidelines by which to make decisions, it becomes a guessing game, "What would the boss want me to do here? Ah, better wait and ask him - I don't want to be wrong."
In determining your organization's Right Customer and Right Experience you move the "right decision" out of your head and make it objective for all to see. Knowing whom you serve and what you promise equips every employee with a set of decision-making tools. They stop hoping they're making the right decision to knowing they are creating the Right Experience for your Righ
Without a clear set of guidelines by which to make decisions, it becomes a guessing game, "What would the boss want me to do here? Ah, better wait and ask him - I don't want to be wrong."
In determining your organization's Right Customer and Right Experience you move the "right decision" out of your head and
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We're taught from a very early age to figure it out; find the right answer. The problem lies in the assumption there is only one "right" answer.
White Rabbit Group CEO, Mike Wagner, addresses a Leadership Pursuit group on the dangers of stopping at the
first right answer.
Watch the video >
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9/9: ICE Technologies
9/12: Metalcraft
9/13: Saxton, Inc.
9/14: American Heart Association
9/15: IT Leadership Forum
9/15: ABI Membership Appreciation
9/16: Agribusiness Association of Iowa
9/22: Executive Forum
9/23: Iowa State Business Week
9/30: Control Installations of Iowa - Kansas City
10/5: Saxton, Inc.
10/7: Hy-Capacity
10/14: Control Installations of Iowa - Kansas City
10/14: Metalcraft
10/20: IT Leadership Forum
10/21: Saxton, Inc.
10/27: Fairfield Entrepreneurial Association
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If You Don't Understand People, You Don't Understand Business
Simon Sinek
 The always provocative Simon Sinek discusses his contention in this video on the 99% web site.
In his usual quick-speaking style, Sinek gives examples and tells personal stories that drives home his point on both a business and sociological level. "100% of your customers are people. So, if you don't understand people, you don't understand business." Hard to argue with that statement.
Sinek talks about why it's always about your customer and never about your company. What's in it for them. That's why we love him here at White Rabbit Group.
Don't miss this video - it's well worth your time.
See the Video>
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