Have you noticed that traffic is back on the Austin roads, more and more restaurants have wait times for dinner again, and business leaders are preparing for a return to the office this summer. Many of us have our vaccine shots now, and our sales and marketing reps need to start traveling again. It feels liberating that the isolation is behind us. So what are you doing to make sustainable scalable (MSS) in the 2nd half of 2021?
Grade or scorecard your organization in MSS with a 1 to 10 ranking. Whatever the number you select, ask yourself why wasn’t it one less than what you wrote down. Simon Sinek shared this years ago at a Vistage Chair conference in Dallas about his teenage daughter and her willingness to clean her bedroom. When asked from a scale of 1 to 10 what was her willingness to clean her room, she said a 3. When Simon asked why wasn’t it a 2, his daughter shared several beliefs that became the benchmark or baseline in moving from a 3 to a 5 to 7 over the summer months.
Measuring scale as a leadership team
What conversations have you and your leadership team had around MSS? Are you looking into new products, new services, adding another branch, expanding your geography? Money is cheap and if you aren’t growing, you are dying. Do you know your ratio’s and how your banker views your company and will measure/evaluate you when you ask for an increase in your LOC or a loan. For the above to have traction, you most likely looking into additional talent.
Build performance results by starting with culture
When interviewing potential new employees, my business owner members lead with culture (who we are, why we are who we are and our successes because of who we are). Some even share who we are not, with the hope that those who don’t see my member as a fit for them move on.
Do you have a structured Onboarding Process? Mostly like you are scheduling 1st week, 2nd week maybe even 1st month, that said what about writing a personal letter to the spouse or sending a gift box to the family that arrives the first day the new employee reports for work. When onboarding new hires, do you assign one of your BOBs (best of best) to be the mentor. Do you let the mentee and the mentor know that whatever is asked, discussed or shared stays between them. Do you make it safe for the new hire to have someone they can count on to assist them in becoming the best they can be?
Accountability: a key benchmark for business performance
Accountability is a key component in MSS, the benchmark for year-in and year-out performance. If you can’t measure it, don’t do it. Whether KPI’s (key performance indicators) or OKR’s (objectives and key results) each employee from the CEO to the janitorial service reps should have measurable behavior that is accountable to the overall success of the company. Behavior and habits are what matters most. What are your key metrics, both rear-view and forward windshield view of what could we possibly become? What’s working and what’s not. What’s critical and time sensitive? Are you growing equal to or greater than your rivals, competition, industry? ROC (rate of change) 3/12 and 12/12 will be a key metric now. Does your association provide YOY data?
Many companies have been focused on defense, managing your fixed costs, RIF’s if needed and securing PPP funds to assist in keeping your BOBs on the payroll. By now you should have gotten rid of your C employees. Now behind us, we should be looking around the corner, focusing on offense and looking for that next opportunity, thus making the sustainable scalable. I wish you all new successes.
Now go take on your day!