And we accomplish this through 3 fundamental principles:
Focus on priorities that are wildly important.
Prioritizing by thinking in terms of activity is a reflection of deterministic mentalities, forged in the Taylor factories in which we have all been educated: the universities and the new “Business Schools”.
Some leaders resist prioritizing simply because they lack the ability to decide what is essential to achieve and what is not. They feel comfortable being busy while (usually not aware of it) protecting the indefiniteness of the goals.
By the way, prioritizing does not mean each function or department compiling a wish list. That’s not prioritizing, even to the contrary, this avoids prioritizing. Focusing means understanding what really drives the business, what is the flywheel of impact, what we need to accomplish, and most importantly, what we will no longer pursue.
In short, prioritizing means deciding which goals (not) to achieve and when. The “when” is also one of the great forgotten aspects, and this is because companies continue to plan in immobile annual cycles.
Prioritizing should become an organizational routine, not an annual goal-setting workshop.
One of the best practices we have implemented over the last few years is to communicate with equal emphasis both the priorities that are wildly important through OKR and what we should no longer spend one minute on.
Putting focus is also about eliminating this stupid phrase “we don’t have the resources” at the root. At ActioGlobal we like to hold up the mirror to that phrase.
We don´t have the resources =
We haven´t decided yet what to stop doing.
And by the way, focusing starts with the leadership team. Lack of leadership focus translates into chaos in every team in the organization
Speed leaves behind the mediocre. Speed leaves behind those who are too busy giving their opinion on everything. Those who spend their time creating Powerpoints to justify their incompetence.
Speed follows focus and precedes impact. Once we have decided what we need to achieve, we all focus on it: we move fast to meet a goal, achieve it with quality and impact, and move on to the next goal.
Likewise, speed creates focus and, in turn, highlights the lack of focus: you can’t move quickly if you want to cover everything.
Speed eliminates organizational dead weight. When we set out to move fast, we bring to light all the waste we’ve caused by too much navel-gazing.
Those of us who grew up obsessed with Toyota’s practices (which are no longer cool for those who live in the show of Agile certifications and one-day workshops to learn agility with snacks included), know very well that speed brings to light at least these 5 wastes:
1. Work overload
2. Inventory (of trophies)
What if the survival of the company depended on achieving this in
1. Know who doesn't give a damn about the company's survival.
2. Bring to light the 5 wastes described above in order to eliminate them at their roots.
3. Achieve results in at least half the time we would have achieved them previously.
If you tell a joke and no one laughs, has it made an impact? No, not at all. It has only served to make you try to be funny and to please yourself.
There are too many clowns in the corporate world who only tell jokes to themselves.
It’s pure narcissism if we do not talk to our customers because we do the talking and only talk about ourselves. And, to make matters worse, if we disdain their feedback because we consider them inferior, our value proposition deteriorates more and more. This is how a company is destroyed.”
For us at ActioGlobal, impact means that everything we do is focused on achieving the organization’s most important goals and transforming each organization’s “5 Moments of Truth.”
The customer must be able to find us in an omnichannel way.
The customer's choice must be us.
The customer must have a good experience in onboarding to the service or when launching the product.
The client must be satisfied with the product or service.
The client must decide to come back to us again.