How New Managers Can Bring Teams Together Effectively

[Source image: Eugene Mymrin/Getty Images]

For centuries, managers have been befuddled by team dynamics, particularly why some team members hit it off in a heartbeat while others simply don’t. Moving from anecdotes to data-based best practices took humankind all the way until 2012, when Google embarked on a two-year journey to find an answer to what drives effective teaming once and for all.

What they found laid the foundations for modern corporate team building as we know it today.  The results of Project Aristotle, as Google called the study, are simple: After hundreds of interviews and two years of data-crunching, the study found that the best performing teams share five particular features in common, namely psychological safety, dependability, structure and clarity, meaning, and impact.

All of this sounds self-evident today, which is partially testament to how far and wide the findings have trickled down through MBA courses and leadership self-help books over the past decade. Some of Google’s findings were markedly more counterintuitive, including why consensus-driven decision making, co-location, individual performance, and extroversion seem to have little to no impact on their effectiveness.

Even though Project Aristotle wrapped up long before anyone had heard of the metaverse or quiet quitting, the study is well worth any manager’s time today.  First, given everything we know of millennials and Gen Z, it’s clear that many of the five tenets that are driving performance have become only more important over time, particularly psychological safety, meaning, and impact.

It is equally clear that our workplaces have adopted practices that are failing employees miserably by over-managing for structure and clarity to the detriment of all other drivers of teaming success.Not knowing where employees are and what they are doing presents real discomfort. In response, many managers have doubled down on clarifying roles and processes in a way that would make Frederic Taylor look like a slouch.

Daily check-ins and check-outs, software assisted monitoring, and hourly production breakdowns have become increasingly prevalent ways for managers to regain a resemblance of control over their minions who might or might not be logging in from Aruba at any given moment.

At the same time, managers across disciplines have adopted Agile ways of working in hopes of replicating the successes the process has brought to the field of IT development in particular. There is much good to be said about Agile for good reason, but when applied with the wrong intentions, it can quickly turn into micromanaging on steroids.

The first casualty of over-compartmentalization and overmanagement of work is the ability of employees to self-actualize and find meaning and impact in their work.  Omnipresent monitoring and hourly timesheets also wreak havoc on dependability, making it a matter of rote compliance instead of a carefully cultivated sense of trust and accountability.

Now to the good news: Hybrid, and full-remote workforces are absolutely compatible with effective teaming. Here are two ways to help you push the pendulum back toward a more balanced approach across the five drivers in case you find yourself having gone too deep on structure and clarity.

Trust

The first step is bringing trust back to the equation.The world didn’t collapse even though everyone worked from home, and your team will be just fine even if you don’t know exactly how many minutes your staff worked on any given task or how many keystrokes they produce per minute.

In fact, they’ll be far better for it. Leaning in on the flexibility and adaptability of modern ways of working will foster psychological safety and promote engagement and ownership in ways that will have far greater dividends than monitoring and oversight ever could. People are fundamentally reciprocal, and the best way of building trust is to exhibit trust.

One particularly effective method is for managers to focus on setting goals and milestones and giving the team the autonomy to seek out the best way to accomplish them. Tolerating failures and the occasional missteps is critical for making the autonomy feel real, and it goes a long way in making employees feel safe to explore their roles.

Another equally powerful method is to transform stands-ups and check-ins from reporting to supporting events. Recasting regularly scheduled meetings as opportunities for helping team members overcome blockers instead of simply checking on progress made is by far one of the most powerful moves a manager can do to breed trust and self-actualization. Co-location is another practice that is ripe for transformation.

Biting the bullet and going fully flexible might feel risky, but there is no reason to believe that any arbitrary pre-established mix of in-office and at-home days works better than allowing teams to find the norms that work best for them. Trusting your teams to work effectively from wherever they are is the right choice in particular because of how it immediately casts dependability in terms availability and outputs instead of physical presence.

Instead of the default option, the office should be recast as an enticing alternative to which teams naturally gravitate to when they need to share physical spaces for collaboration and team building. Brown bag seminars, in-office baristas, and a few Pelotons can go much further than you think, and putting the emphasis on tangible moments of collaboration is key.

Self-actualization

Second, you should ensure that the roles and processes set in place leave space for self-actualization and personalized ownership of one’s work. If you’re using Agile, be cognizant that a 100-meter dash doesn’t come anywhere close to the sense of meaning and impact that running a marathon brings.

Not everyone’s work will be foundational, but everyone’s contributions should feel necessary and acknowledged as contributing to goal deeper than wrapping up a two-week work package.The trick is to make sure that even when working on their own units each employee can visualize a clear pathway from their work to the grand “why” of it all.

This is where the importance of setting goals mentioned earlier becomes particularly clear. The best thing a manager can do when running multiple sprints is to maintain a cohesive narrative of how the work contributes to the larger organizational goal. Often this means distilling vision statements, contractual milestones and even change requests into meaningful arguments about why the work we do today matters.

This may not always be simple to pull off, but who said being a good manager was supposed to be easy? Ultimately, what particular steps you end up taking matter far less than the sincerity of your commitment to making effective teaming a priority for your organization. As for now, it’s more than likely to be pushing back on the overemphasis on structure and clarity.

By Alexander Puutio

Alexander Puutio is an adjunct professor at NYU Stern where he explores the interplay between business leadership and our society at large.

Source: How to manage teams effectively

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Three Tools To Find And Fuel Your Purpose At Work

I just want to quit work and be a bartender! Sarah blurted at a workshop I was leading. We were talking about career aspirations. When we were done chuckling at her unexpected words, I asked her what she loved about being a bartender. “You mean other than the drinks and tips?” she shot back, recovering nicely. She paused for a few moments before saying, “I love lending a helpful ear to others.”

As we explored further, Sarah discovered she was energized by creating a safe space where others could open up, be heard and feel better. As we dug deeper, she realized that it would be really energizing for her to be an evangelist for creating a culture of psychological safety in her workplace. She started to explore how she could broaden her role in human resources. Until that time, Sarah hadn’t connected the dots of how she can have the “bartender experience” at work.

Like Sarah, many of us dream of quitting our day jobs in search of fulfillment. “What am I even doing here?” many of us ponder, depleted of energy at the end of a very long day. We postpone finding meaningful work until we are just a little bit more financially secure. Maybe we think work is for a paycheck, and we look for fulfillment elsewhere.

This leaves many of us disengaged and costs organizations billions of dollars. Latest Gallup data on U.S. workplaces suggests that nearly 70% of us are not fully engaged at work and 16% are actively disengaged. Perhaps more importantly, our disengagement impacts the people we care about, as many of us drag our depleted selves home.

Beyond personal fulfillment, though, our workplaces need our full engagement, resilience and creativity to solve the toughest challenges of our time. The breakthrough for Sarah (and for each of us looking for fulfillment) came when she dug inside to know herself better. Here are three tools to help you dig deeper, too.

The first tool is your energy map. It helps you take stock of the tasks that energize you and those that deplete you. I use it with my executive coaching clients to help them determine where they should spend their time for optimal effectiveness and to stave off burnout.

You can create this map or (download here) and fill this out for yourself. Look at activities based on whether they energize or deplete you and their impact on advancing your goals. The quadrant on the top right is where we should spend much of our time. Consider dumping any activities in the bottom left. I have found that mindfulness helps me to notice my energy throughout the day so try simple mindfulness practices here.

The second tool is your personal purpose statement. There are three steps to do this. First, list stakeholders important to you and ask them the unique value you create for them. This helps you learn how you best serve others. Second, discover the activities where you feel most energized. Third, find the overlap between how you serve others and what you find most energizing.

Your purpose is simply the way in which you serve the world that truly inspires you. For example, my purpose statement is: I connect deeply with others to help them become transformational leaders who make the world better for all. This course has more detailed templates that may be useful to you. Look for opportunities to bring this purpose to life at work and in life.

The third tool is your dream-job definition. Here are three questions to ask yourself:

  • What kind of work activities energize me (see the tool above)?
  • What contribution do I make for others that inspires me?
  • What strengths do I enjoy exercising?

Once you are clear on these answers, find a friend and brainstorm what sets of experiences you’d like to add to your work portfolio. Don’t focus exclusively on the next role in your career path, but rather the experiences or projects (or even volunteer activities) at work that are energizing where you can contribute with skill sets you enjoy exercising.

When you volunteer for a project or take on a stretch assignment that gives you a sense of fulfillment, that positive energy will spill over into your day job. Others will notice your positive contributions. You can even choose to share this insight with your boss, mentors and sponsors inside your organization to align your projects closer to your best contributions.

More and more enlightened organizations are focusing on their own purpose and helping people inside those organizations connect with work that is meaningful for them. Brighthouse, a Boston Consulting Group company, helps organizations excavate their purpose.

CEO Ashley Grice talks about how organizations can find purpose and then use it to make an impact. “Purpose has impact emotionally and it has impact financially,” she says. “The bar has gone up a lot in terms of what employees expect from employers in making a difference in the world.” In fact, institutional investors like Larry Fink, CEO of BlackRock, are pushing organizations to think long-term about their focus on purpose.

As Grice says, the key in actualizing purpose is not just coming up with a great statement (e.g. BCG’s statement is “Unlocking potential to advance the world”), but actually coming up with a set of principles that act like guard rails and help employees bring purpose to life in every day decisions and behaviors. As leaders in organizations large and small, I see it as our responsibility to create workplaces where people can thrive and make their best contributions, so engage others in a purpose conversation.

Now, let’s turn back to the individual level. The poet Mary Oliver asks, “Tell me, what is it you plan to do with your one wild and precious life?” The work is ours. The time is now. We all need to be fully engaged in our purpose so we can solve the issues that matter to us.

I am a C-level executive coach, author of “Wired for Disruption“, and independent Board Director.

Source: Three Tools To Find And Fuel Your Purpose At Work

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Teachers Are Not Prepared For Students With Special Needs

Students in Montclair State University’s dual-certification program (Jackie Mader / Hechinger Report)

Strong progress has been made to integrate students with disabilities into general-education classrooms. Educator instruction hasn’t kept up. When Mary Fair became a teacher in 2012, her classes often contained a mix of special-education students and general-education students. Placing children with and without disabilities in the same classroom, instead of segregating them, was a growing national trend, spurred by lawsuits by special-education advocates.

But in those early days, Fair had no idea how to handle her students with disabilities, whose educational challenges ranged from learning deficits to behavioral disturbance disorders. Calling out a child with a behavioral disability in front of the class usually backfired and made the situation worse. They saw it as “an attack and a disrespect issue,” Fair said.

Over time, Fair figured out how to navigate these situations and talk students “down from the ledge.” She also learned how to keep students with disabilities on task and break down lessons into smaller, easier bits of information for those who were struggling.

No one taught her these strategies. Although she earned a bachelor’s degree and teaching certificate in math instruction for both elementary and middle school, she never had to take a class about students with disabilities. She was left to figure it out on the job.

Many teacher-education programs offer just one class about students with disabilities to their general-education teachers, “Special Ed 101,” as it’s called at one New Jersey college. It’s not enough to equip teachers for a roomful of children who can range from the gifted to students who read far below grade level due to a learning disability.

A study in 2007 found that general-education teachers in a teacher-preparation program reported taking an average of 1.5 courses focusing on inclusion or special education, compared to about 11 courses for special-education teachers. Educators say little has changed since then.

A 2009 study concluded that no one explicitly shows teachers how to teach to “different needs.” Because of time constraints, the many academic standards that must be taught, and a lack of support, “teachers are not only hesitant to implement individualized instruction, but they do not even know how to do so,” the report stated.

Fair says teacher-preparation programs should be doing more. At the very least, “You should have a special-education class and an English language learner class,” she said. “You’re going to have those students.”

Between 1989 and 2013, the percentage of students with disabilities who were in a general education class for 80 percent or more of the school day increased from about 32 percent to nearly 62 percent. Special-education advocates have been pushing for the change—especially for students who have mild to moderate disabilities like a speech impairment—in some cases by suing school districts.

Some research shows as many as 85 percent of students with disabilities can master general-education content if they receive educational supports. Supports can include access to a special-education teacher, having test questions read aloud, or being allowed to sit in a certain part of the classroom.

Students with disabilities who are placed in general-education classrooms get more instructional time, have fewer absences, and have better post-secondary outcomes. Studies also show there is no negative impact on the academic achievement of non-disabled students in an inclusion classroom; those students benefit socially by forming positive relationships and learning how to be more at ease with a variety of people.

Alla Vayda-Manzo, the principal of Bloomfield Middle School about 30 miles outside of New York City, said she’s seen the benefit of inclusion for students. The school serves about 930 students, nearly 20 percent of whom have a disability, according to state data. When students with disabilities are included in classrooms with their peers, Vayda-Manzo said the high expectations and instructional strategies “lend themselves to those students being more successful than they would be had they been in a separate, self-contained environment.”“It’s not just getting a child included … that is only a small portion of the battle.”

But as more districts move to make classrooms inclusive, they’ve been caught flat footed when it comes to finding teachers prepared to make the shift. Academic outcomes for students with disabilities have remained stagnant for years, even as more students with special needs are integrated into general-education classrooms. Students with disabilities are less likely to graduate and more likely to earn an alternate diploma that is not equivalent to a general diploma in the eyes of many colleges and employers. And year after year, they score far lower than their peers on standardized exams.

Experts say the problem is that it takes much more than just placing students with disabilities next to their general-education peers: Teachers must have the time, support, and training to provide a high-quality education based on a student’s needs.

Mike Flom, a parent and co-founder of the advocacy group New Jersey Parents and Teachers for Appropriate Education, said many factors impact inclusion’s effectiveness. His twin sons, now in seventh grade, were placed in an inclusion classroom beginning in fifth grade. Initially, Flom said his sons had “mixed reviews” on whether inclusion was beneficial.

“I think the teachers were really motivated to be helpful,” Flom said. “I don’t know the extent to which they were permitted to do the things, or had enough training to do the things, that were required to be more effective.”“It’s not just getting a child included … that is only a small portion of the battle,” he added.

These days, Mary Fair navigates her classrooms with ease. She has learned through experience how to teach students with a variety of disabilities and works with a veteran special-education teacher to modify lesson plans and tests.

On a recent morning in a seventh-grade math-inclusion classroom at Bloomfield Middle School, Fair and her co-teacher, the special-education teacher Christina Rodriguez, started a lesson on the order of operations.

Fair stepped up to the front of the classroom as Rodriguez circulated to make sure students were on task.“We’re starting order of operations,” Fair said. “It’s something you did in sixth grade, but today we are doing it differently.”“Ms. Fair, I want to see if they remember,” Rodriguez said to Fair, who smiled and nodded.“Put your hand up if you remember what the order of operations is,” Rodriguez said.More than half of the students raised their hands

“Who remembers ‘PEMDAS’?” Rodriguez asked, referring to the mnemonic device used to remember order of operations (Parentheses, Exponents, Multiplication and Division, Addition and Subtraction). More students eagerly shot their hands in the air.

Fair cut in and explained that although they learned PEMDAS in sixth grade, they were going to learn a new rule about the order of operations today. “Take your yellow paper and fold it horizontally,” Fair said, referring to a yellow sheet of paper that sat on each student’s desk.“Like this,” Rodriguez said, holding up a piece of paper and demonstrating how to fold it horizontally.“Like a hamburger,” Fair added.

To an outsider, it’s impossible to tell who is the general-education teacher and who is the special-education teacher. Both Fair and Rodriguez have desks at the front of the room. They switch off during lessons, effortlessly picking up where the other has left off. They both give directions and explain content. They are careful not to fall into what educators say is a common trap: seeing general-education students as the responsibility of one teacher, and special-education students as the responsibility of the other.

That’s how a good inclusion class should be, Rodriguez said, but it takes practice and time. Like Fair, Rodriguez didn’t receive any training in special education before she entered the classroom. She became a teacher through an alternate program. When she got a job teaching special education six years ago, she relied on strategies she learned while working as an aide in a class for students with autism. In 2014, she received her master’s degree in teaching students with disabilities from New Jersey City University; she now teaches a class for Montclair State University’s dual-certification teacher-preparation program.

Although most traditional teacher-preparation programs nationwide do include some training on students with disabilities, usually in the form of one course over the entirety of the program, educators say this course is often generic and perfunctory. Aspiring teachers also may be given assignments in other classes that require them to adapt a lesson for a hypothetical special-education student.

Fair said she had some assignments like those, but “we didn’t really know what we were talking about, because we weren’t taught it.” Her colleague, the science teacher Jessica Herrera, said she was only offered one class in special education—called “Special Education 101”—when she went through a traditional teacher-preparation program in New Jersey.

“A lot of my training was for that ‘middle of the road’ kind of kid,” Herrera said. “I was prepared for the regular ed student.” In her 13 years as a teacher, Herrera has taught some inclusion classes; she said she picked up strategies from working with “good special-education teachers.” When she earned her master’s degree from Montclair State, she was finally taught how to teach a “range of learners,” she said.

Fair and her co-teacher Rodriguez say there are certain things they wish were included in all teacher-education programs, like an explanation of the different kinds of disabilities and ways to address the various struggles students may encounter. They also say teacher preparation should include more classroom management and “subtle ways” to keep students focused and on task.

Mimi Corcoran, the president of the National Center for Learning Disabilities (NCLD), said teacher preparation should better address topics in special education. “We do a disservice to the teachers we’re sending [to schools] in the way we’re training, and we’re doing a disservice to kids,” Corcoran said. “We’ve got to step up to the plate and think differently and act differently, and that’s hard because everybody gets comfortable and systems are hard to change.”

Some teacher-preparation programs are trying to better prepare graduates to teach students with disabilities, especially in inclusion classrooms. At Syracuse University, George Theoharis, a professor and the chair of Teaching and Leadership, said the school’s elementary special-education program has been one of the leaders nationwide in training educators for inclusive education.

Every teacher who graduates from Syracuse’s Early Childhood or Elementary Education program is dual-certified in special education and spends time in inclusion classrooms. Theoharis says it’s an approach that more preparation programs should take. “All of our programs need to be inclusive,” Theoharis said, referring to teacher preparation. “Regardless of what job teachers get, people need to be prepared to work with all children and see all children as their responsibility.”

At Montclair State, students can receive a dual certification in special education and a subject-level or grade-level range. The school also offers a unique concentration in “inclusive iSTeM,” which specifically prepares science, technology, engineering, and math teachers for inclusion classrooms. Students in the program receive a Master of Arts in Teaching, a certification in math or science, and are endorsed by the state as a teacher of students with disabilities.

Jennifer Goeke, a Montclair State professor and the program coordinator, said the dual-certification program prepares teachers to be hired as either a general- education or special-education teacher. “They know how to perform both roles easily and effectively,” Goeke said.

On a recent afternoon, Goeke was holding class in the Bloomfield Middle School media center. She asked her 17 students to first discuss issues they were having in their “fieldwork classrooms,” where they are currently observing and working with general- and special-education teachers. She listened to a few descriptions of struggles and then reminded her students that part of their job is to be an example for other teachers.

“I’m not trying to minimize or trivialize what you might be learning in your content area,” Goeke said. “It’s very important that you have a strong grounding in the methodology and the philosophy of your discipline … and know how to teach your content.” But, Goeke added, “You have to remember that most people do not have any diverse learners in mind. Their training did not teach them to take those students into account.”

In Montclair’s program, students work with two mentor teachers for a year in an inclusion classroom and in small-group settings. They receive extensive training in how to work with students with disabilities as well as how to effectively teach content, like math and science, or grade levels, like early education or elementary education.

Bloomfield chose to partner with the iSTeM program in 2012, and has hired two graduates of the program, and offered teaching positions to several more, who eventually chose jobs in other districts. The Bloomfield Principal, Vayda-Manzo, says the graduates of the program are “like unicorns in the field,” as it’s rare to find teachers who are dual-certified in general and special education.

Current teachers at Bloomfield have also benefited from iSTeM, Vayda-Manzo said. The program provides professional development for inclusion teachers at the school who agree to be mentor teachers for iSTeM students, and those teachers also observe each other and work with professors from Montclair State. Vayda-Manzo said the school makes sure co-teachers have the same planning periods so they have time to plan lessons together each day.

Herrera, who mentors iSTeM teachers, said the professional development provided through the program has improved her ability to teach students with disabilities. “I feel like I got a lot of additional strategies through that,” Herrera said.

On-the-job training is essential to ensure teachers have the skills needed to teach all students in their classroom, especially those teachers who may have attended teacher preparation years ago or missed out on training about disabilities, according to Mimi Corcoran of NCLD. “We have to be fair for the educator,” Corcoran said. For “many that are already in field, the concepts of special education and how to include kids has shifted, and [teachers] need the supports.”

Vayda-Manzo said it has been an easy choice to continue the program.“I saw the impact that it made in our inclusion classes,” Vayda-Manzo said. “We saw tremendous gains.”

By Jackie Mader

Source: Teachers Are Not Prepared for Students With Special Needs – The Atlantic

Related contents:

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How & Why You Should Practice Anti Time Management

How (and why) you should practice ‘anti-time management’[Source Photo: Who’s Denilo/Unsplash]

If you feel overscheduled and overwhelmed, the answer might not be a new productivity hack. You might want to start asking better questions—because how you spend your time is how you show your love, says Richie Norton, author of Anti-Time Management: Reclaim Your Time and Revolutionize Your Results with the Power of Time Tipping.

“We’re all working, but not for work’s sake,” he says. “Ultimately, we’re working for something else.” Norton came to this realization after a string of tragedies. His 21-year-old brother-in-law, Gavin, died in his sleep. His son Gavin, named after his uncle, died at just 10 weeks of age from whooping cough. His wife had a stroke, and his 11-year-old son was hit by a car.

“I was like, ‘Does God hate me?’” he says. “So, I’ve tried to spend my time creating time. How can this job free up space? How can this job support me having more time with my family or more time to travel or more time for the things that really matter, as opposed to endlessly working toward something?”

Norton calls his philosophy Gavin’s Law, which is, “Live to start. Start to live.”

Rethinking Time Management

Norton was a mentee of Stephen Covey, the time management icon and author of The 7 Habits of Highly Effective People. “Stephen said to ‘begin with the end in mind,’” says Norton. “But he never said begin with means in mind. I think, in many ways, we’ve turned goals and habits into ends unto themselves, when in reality, all these things we’re doing are meant for us to live in a different way.”

Traditional time management tools are designed to measure every drop of blood, sweat, and tears from workers, explains Norton. “[They were] never designed for freedom,” he says. “The question is, ‘Who manages my time under time management?’ Traditionally, it is about control. Your employer controls your time. They create your schedule. They tell you what to do when and where. And, if you want to get crazy, they determine that you only have two weeks out of the year for vacation and when you get to retire.”

Norton suggests embracing “anti-time management.” Instead of being the opposite or the reverse, it’s a different level of thinking. “You control your time,” says Norton. “You decide what you want to do, when and where. You decide if you want to create space or not.”

To practice anti-time management, start by identifying “final causes.” “It’s a term from Aristotle,” says Norton. “The idea is [that] an acorn becomes an oak tree. But in real life, a lot of us are planting seeds thinking they’re going to be an oak, when they never will. Why not just plant an oak tree from the start?”

“Final cause” is the sake for which something is done. It’s not the goal; it’s the success that comes from achieving the goal. “Once you realize the final cause, you can change the decision tree around who you want to be and what you really want to do and set up from the dream instead of working endlessly toward it,” says Norton.

For example, you may want to create a table. You might make a design, hire a contractor, and build a table. “That’s great if the goal is to have an heirloom table, but what if the purpose was just to have dinner?” says Norton. “What does success look like after success? Once you understand that, you might realize you could have gotten UberEATS or gone to a food truck. In that process, steps disappear, and you get your time back because the steps weren’t necessary at all.”

“Tip” Time Instead of Managing It

Norton calls the process “time tipping”—rescuing your dream from the end of a timeline and putting it front and center. To tip time and get to the real goal of your goal, you need to get clear on the four Ps of purpose: personal, professional, people, and play.

Your personal purpose relates to the priorities that are just for you, such as health or spirituality. Professional purpose relates to your career, such as promotions or recognition. Your people purpose relates to those around you who are important in your life, such as your family. And your play purpose relates to activities that make you feel energized. Make a list of your Ps, and whenever you have a choice, ask yourself if it fits your purpose priorities.

“They become your North Star,” says Norton. “Does the action bring you closer to or fulfill one of these four goals or not?”

Stop managing time and start prioritizing attention, says Norton. “Pay attention to what you really want, then fast forward the model, going from purpose to priorities to projects,” he says. “The way you’re paid should be in alignment with what you want to be doing. Change the way you work. Change how you’re paid. Change your life. The work you choose determines your lifestyle.”

Intelligent Business Practices are a Smart Path To Unleashing Growth

Earlier this year, I predicted the rise of intelligent business practices as a trend shaping Australian small-to-medium businesses.

Barely two months on, things have already progressed to the point that it’s worth revisiting and expanding on what this all means.Intelligent business practices are a transformational, once-in-a-decade type technology shift that promises huge business effectiveness gains. These practices resolve points of friction, improve productivity and efficiency, unlock growth and help organizations scale.The existence of intelligent business practices suggests that unintelligent or under-intelligent practices also exist.

Naturally, no practice starts out as such, but they may degrade in quality or efficiency over time, slowly becoming out of step with best practice despite everyone’s best intentions.Small-to-medium business owners or leaders are generally acutely aware of the problems their organizations face, but almost universally haven’t landed on a way to solve them. Business leaders not only don’t have all the answers but also aren’t often able to quantify the cost of leaving these known problems unaddressed.

This has a dollar value. Research, for example, pegs the loss of productivity from poor internal communications and dealing with unnecessary email volumes at thousands of dollars per employee per year. Another study by Forrester found employees “waste an average of 12.5 hours per week on manual and repetitive tasks because of outdated solutions and practices”, costing an organization of 100 employees $2.7 million a year.

More organizations would act faster if they could quantify the costs of their inaction and the costs of what they were missing out on. To this end, we’re seeing more organizations cost their business-as-usual practices to establish a baseline that can then be lowered by approaching business practices more intelligently.

Starting the change

The first step towards doing that is to be in the right mindset: to be open to opportunities for continuous business practice improvement.

Then it’s a matter of identifying the change opportunities and prioritizing them in order of potential efficiency and cost-out impact.This should be a relatively straightforward exercise that looks at the organization and identifies the three biggest challenges, friction points, growth inhibitors or opportunities that, if removed, could unleash the most growth and revenue.

This is an incredibly healthy exercise for any business to undertake at any point of its existence, but as many of us emerge from a challenging two years, the timing has never been better.It’s worth also putting some limits around this. This exercise should be approached with no preconceived notion of solutions, technology stacks or vendors. This isn’t the right place to run experiments. This should be nothing more than a straightforward examination of how efficiently the business operates.

A truism for every business, including our own, is that if you’ve been operating for any number of years, you’ll reach a point where you do things a certain way that becomes the ‘known’ or the common way of running a transaction or other process internally. That way might or mightn’t be well-documented. It might be intimately known only by one person or a handful of people. It may also not be considered optimal or best practice today. But it’s *your* process and a part of the business DNA that has allowed you to achieve success to date.

Even within the same industry, businesses solve problems in different ways. There may, of course, be some commonality between approaches, but often they reflect and run according to the unique personality of the business and how it has evolved. The point of running a discovery exercise on these processes and practices is to determine how successful internally they’ve allowed you to be, but then how much more successful you could be if the processes were optimized and operated in a more intelligent way.

If hundreds of thousands of dollars in potential benefits are tied up in a sub-optimal business process or practice, but a pathway exists to make that process or practice more intelligent – without incurring high cost – this should be considered a threshold or trigger point to drive towards more intelligent business practices.The impact of adding intelligence to one business practice or process should quickly become apparent to the people that work with it, and to customers that see and experience the output of how smoothly it now operates.

This creates internal excitement for change. People want more, and it often leads organizations to drive intelligence deeper, and make more far-reaching changes to the way they operate. Confidence builds and is converted into a cycle of continuous improvement. Given the nature of the business environment, all leaders would be well encouraged to take a fresh look at their businesses, either by themselves or with the aid of a specialist process consultancy like Tecala.

But, it all starts with a simple, straightforward and fresh look at the way you do business. Against the current backdrop of economic recovery and opportunity, SMEs and their leaders would be well advised to start now.

Source: Intelligent business practices are a smart path to unleashing growth

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