THE BATTLE FOR CONSISTENCY

We know that every company must have a valid strategic plan and a viable niche in the marketplace. Without this it is just a matter of time before the organization becomes irrelevant and dies. However, this alone does not guarantee success. It is just as easy to go out of business because of poor execution. Most companies last no more than three years because it takes both a differentiating strategy and a consistent execution to high standards for any company to grow and be successful. Accomplishing either one is difficult. Mastering both is what makes a company great.

Well-run organizations have overcome the difficult challenge of consistency. Setting standards is crucial to a company’s success but meeting those standards consistently determines whether or not a company is an “A” level organization. It’s not hard to understand why there are so few of these. The well-run organization is the one that develops a market relevant strategy, and then has the people and processes in place to make sure that all the disparate parts move together consistently.

It is easy to recognize a company that knows how to execute. As soon as we walk through the front door of the retail store or step onto the factory floor it becomes evident. Is there a feeling of competence? Little things are the best indicators: Is there litter outside the front door? Are the employees professional in appearance and demeanor? Are they genuine? Are the displays full and logically placed? Is the staff focused on the customer and not themselves? Is the bathroom clean? Is there a logical flow to the work? Making sure that all of these little things happen as planned every day across many stores or facilities requires strong leadership and documented processes that are consistently applied.

Many leaders stop being involved after the standards have been set. The leader feels their part has been done and that now it is up to the rest of the organization to make it happen. Sadly, the result is often high-level standards with low-level execution. Dissonance occurs, as the words are out of sync with the results. The commitment to improve and become consistent is there but the foundational mechanisms are not in place so frustration abounds. Leaders at all levels must pay as much attention to execution as they do to establishing the standards.

Companies need easily understood processes and well-trained associates to be successful long term. Developing processes requires that key players spend time upfront thinking through the entire chain of events, documenting them and then training them. The purpose is to ferret out anything that does not add value and anticipate and resolve issues in a proactive manner. It takes discipline and commitment from the very top down. This is a cultural issue. Respect for the process must be engendered in every participant and tolerance for lack of adherence must be low. This is not a negative. If handled properly it is incredibly positive. By following the processes everyone’s results are improved. Moreover, every associate should be urged to constantly be on the lookout for ways to improve every process. Leadership must encourage and welcome this feedback for the good of the employee as well as the organization. So many great ideas have the actual worker as their source.

If a company is to be considered great the leaders must understand that strategy and execution go hand in hand. One is not more important than the other because both are necessary. Leaders that build organizations that excel at both are leaders whose companies succeed because they have something every company wants: Very happy customers and employees.