fbpx

Help       Log In      Your Shopping Cart - Check out now

Season 1: Episode 5

Big idea: Learn how to diagnose business gaps in 30mins or less and then focus on the highest value actions.

Transcript

How to diagnose the competency & capabilities of an organization in 30mins or less and then focus on the highest value actions.

 

00:02
welcome to leadership talk
00:04
the official waymaker podcast where we
00:07
explore
00:08
how your organization can achieve more
00:11
by doing less
00:22
welcome to leadership talk the official
00:24
waymaker podcast
00:26
i am your host craig hyneman and with me
00:29
on sunny queen queensland is stuart leo
00:32
ceo
00:33
founder of waymaker how are you i’m
00:35
great craig how are you buddy
00:37
um very well as i was just saying to you
00:40
just a little earlier it’s
00:42
reached its top of eight degrees down
00:44
here in adelaide
00:45
yeah so um yeah i’m a little rugged up
00:47
that’s not even winter yet
00:49
it’s you know we’ll if you do choose to
00:51
live in
00:52
such a wonderful place as adelaide then
00:54
um they will be the
00:56
the blessings you suffer but
00:59
yeah you know at least you can top it
01:00
off with a shiraz for breakfast
01:04
[Laughter]
01:07
noted people probably don’t know
01:10
that you’re actually on pretty much the
01:12
other side of the country
01:13
um i actually i actually am and through
01:16
the wonders of technology we can still
01:17
have these conversations
01:18
yeah it feels like we’re in the same
01:20
room oh it’s just like yesterday
01:22
this is the beauty of covert fast
01:24
forwarding you know technology
01:26
you know the adoption of new
01:28
technologies like
01:30
decades i mean it is why waymaker exists
01:33
um that was a beautiful segue because
01:38
because society has transformed so
01:40
quickly into
01:42
um working office work from home um
01:45
work remotely they’re all different
01:47
things decentralized leadership
01:50
all that fun stuff and people need new
01:53
tools
01:54
new systems and new skills and
01:57
that is what waymaker is it helps any
01:59
organization wherever they are
02:01
achieve their vision that’s awesome and
02:03
so we want to talk about one of those
02:06
tools
02:09
we want to talk about the waymaker
02:11
diagnostic you want to explain that to
02:13
us
02:13
well sure sure that thanks that was a
02:16
great great opening
02:17
did you like it i should have set it up
02:18
better beautiful setup
02:21
way i make a diagnostic i mean it’s it’s
02:23
actually one of our
02:25
our biggest um and most useful
02:28
um features on the platform it’s it’s
02:32
what waymaker was birthed from and uh
02:34
it’s
02:35
that it really i think we titled this
02:37
podcast um
02:38
how to diagnose the competencies and
02:40
capabilities of of any organization in
02:42
30 minutes or less
02:44
and then focused on the highest and then
02:45
focus on the highest value actions
02:48
i might shorten that for the um for the
02:50
thumbnail
02:52
yeah that’s a good idea on youtube yeah
02:54
yeah how to diagnose the competency
02:57
and capabilities of an organization in
02:59
less than 30 minutes
03:00
and then focused on the highest value
03:03
actions
03:04
that’s not bad yeah i’m sure our
03:05
listeners are appreciating us
03:07
like refining our work as we go along um
03:10
she wants that once more just to get it
03:11
right no but the
03:13
the diagnostic um well gosh it actually
03:16
started i mean we had a consulting
03:18
business before
03:19
waymaker and it really birthed itself
03:21
back in 2014
03:23
um when we when we wrote the first
03:26
versions of it
03:27
and for six or seven years uh we’ve been
03:30
refining this
03:31
and the whole idea is
03:35
how can we more effectively um
03:38
more quickly and more accurately
03:42
put our fingers on the actions and the
03:45
activities that are going to shift the
03:46
needle on this organization
03:48
and and so you know if you can get that
03:52
insight
03:53
if you can answer that question what’s
03:54
the one or two things three things that
03:56
if we did this quarter half would shift
03:58
the needle on the business
04:00
every business leader wants to know that
04:02
and
04:03
you know the promise we make is we’ll
04:05
actually we’ll tell you
04:07
um we’ll tell you more than one or two
04:09
or three things
04:11
part of your job is actually figuring
04:12
out what those one or two or three
04:14
things
04:15
are but the diagnostic is an incredibly
04:18
powerful tool that
04:21
we’ve been focusing and focusing
04:23
focusing on to make simpler and simpler
04:24
and simpler
04:25
but to make more usable and practical
04:28
and we track you know anybody that’s
04:30
taken it you’ll know
04:32
in fact if you took the first waymaker
04:34
version
04:35
um you’ve probably sworn at me because
04:37
you know it was a beast of a
04:39
of a diagnostic and um
04:42
one of the things we did do listening to
04:44
our audience and our
04:45
our um users um our very first product
04:50
improvement was improving the speed of
04:53
that diagnostic
04:54
which yeah um uh 30 days after
04:58
launching waymaker we’ve made that more
05:01
than 30
05:02
faster so which is a cool
05:05
outcome from our our dev team um
05:08
it’s simpler to it’s simple to read
05:10
simple answer but you know
05:11
so what what does it do for you well it
05:14
it
05:14
it helps you understand in third party
05:18
objective language
05:20
where you have clarity where you have
05:22
maturity
05:23
and what activities that if improved
05:25
will it will shift the needle on the
05:26
business and
05:28
and that’s um that’s really important
05:30
because it’s a bit like i often use the
05:32
analogy in fact i think we use this in
05:34
our marketing i’m looking at my watch
05:35
not because i’m checking the time but
05:37
because i use the analogy of a of a
05:38
smartwatch i’ll get that on screen
05:41
yep sponsored by apple today um
05:45
we’re not um but if you’d like
05:48
[Laughter]
05:52
um you know smartwatch listens
05:56
um everything you’re doing your body
05:59
um heartbeat steps um you know
06:03
i’m pleased to say that if i showed you
06:05
my smartwatch for today
06:07
i’m three quarters on the red band i’m
06:09
i’m 130
06:11
on the orange and i’m 60 of the way
06:13
through on the blue
06:14
and if you’ve got an apple watch you
06:16
know what that means you’d be like gee
06:17
stu
06:18
you you are just like the chris
06:19
hemsworth of consulting and coaching
06:22
i on the other hand have barely stood up
06:25
and have done less than one minute
06:27
right of exercise so see you know i’ve
06:30
got 9475
06:32
steps i’ve walked 7.29 kilometers
06:36
it’s telling me i’m just kind of a
06:38
little skype it’s telling me where i’ve
06:40
gone it’s got my weekly summary
06:42
flights climbed and it’s got suggestions
06:45
on
06:45
hey you should do this and you should do
06:47
that um
06:50
so waymaker’s kinda like that it it
06:53
listens to your to you and your people
06:57
and it takes all that data back in takes
06:59
20 to 30 minutes to take that diagnostic
07:02
and then it crunches that data back
07:03
against the experience curve which if
07:05
you don’t know what the experience curve
07:06
go back and listen to some of our
07:08
earlier episodes but it’s the
07:10
it’s the waymakers experience curve is
07:13
the methodology that’s the foundation of
07:15
waymaker it crunches that data back
07:16
against
07:18
the experience curve and in fact against
07:20
eight different ones
07:22
so previous episodes we’ve talked about
07:24
the six systems
07:26
um that make up the business system so
07:28
vision market strategy business model
07:30
customer experience and employer
07:31
experience
07:34
and so all the data crunches back
07:36
against those eight curves
07:37
it’s it’s eight because in customer
07:40
experience we have
07:41
three separate ones sales marketing
07:43
service and then it reveals the
07:45
activities
07:46
at the different stages of maturity and
07:48
each activity is
07:50
is color coded
07:54
to classic traffic lights red orange
07:56
yellow green
07:58
and it shows you where the gaps are and
08:01
now
08:02
it’s it’s showing you and this is the
08:04
important thing
08:05
it’s showing you where the gaps are
08:06
based on the people who are running the
08:08
business
08:09
your people so the
08:12
the basic assumption is this is if your
08:14
people don’t have clarity on how the
08:16
business runs then
08:17
um it’s not looking good for your
08:19
customers
08:21
so if we don’t have clarity and there’s
08:23
a gap in how we
08:25
do something then we should know about
08:27
it and if we can
08:29
find those gaps we can close those gaps
08:32
because one of the mantras of waymaker
08:34
is carl
08:35
uh the enemy is
08:48
welcome to carl our new host of the
08:50
waymaker podcast
08:51
uh hey look i’m gonna i’m gonna charm in
08:53
for carl at this point the enemy is the
08:54
gap
08:58
why the heck did i say that um yeah
09:01
that’s right so
09:02
um the the enemy is the gap that’s um
09:05
me down you team member uh in your face
09:08
carl
09:08
thanks thanks thanks for your service
09:10
craig um
09:14
yeah the enemy is the gap our enemy is
09:17
not a competitor
09:19
or this or that our enemy is the gaps in
09:22
our own business that if we close
09:24
we win that’s that’s the game we’re
09:26
playing that’s the battle
09:28
we’re we’re up against um and it’s a
09:31
battle of the mind it’s a battle of the
09:33
skills it’s a battle of the systems it’s
09:35
a battle of the best practices and it’s
09:37
a battle of activities
09:38
and that is how you set up our framework
09:42
the way you make a diagnostic so it’s a
09:45
different type of diagnostic than other
09:47
people would be
09:48
um incorporating into their
09:52
strategic analysis of business yeah
09:55
yeah yes i mean um when we were building
09:58
waymaker we were
10:00
doing we’re listening to customers and
10:02
also looking at other products out there
10:03
that do strategic planning or
10:05
might do okrs and look there’s there’s
10:08
lots of
10:09
stuff out there that will help you set a
10:12
goal
10:12
you know a basic trello board or a
10:14
simple okr platform
10:16
to more complex um strategic planning
10:19
systems
10:20
um from you know balanced scorecards
10:24
to complex cascading strategic
10:27
initiatives um but
10:30
all of them had one thing in common they
10:33
are
10:33
all empty vessels of nothingness
10:37
[Music]
10:39
that require somebody to go ah i think
10:42
this is the important thing to be doing
10:45
right
10:46
and that was a really interesting
10:49
insight
10:50
because so it was it was a place to
10:52
capture the information but
10:54
had no idea what to do with it perhaps
10:56
like a black hole or something
10:57
well i mean you know we’ve all sat in
11:00
board meetings and
11:01
um around the boardroom table and that
11:04
this marketing meeting or that sales
11:06
meeting or this production meeting and
11:07
and um too often
11:11
um the initiative that gets done is
11:14
what is from whom
11:18
the loudest voice in the room exactly
11:21
yeah yeah either the person with the
11:23
biggest title
11:25
um i’m boss so that’s what i think
11:27
that’s what we’re doing
11:29
the person with the loudest voice um or
11:32
and they’re not good enough reasons to
11:34
be frank um
11:36
and and even frank would agree but the
11:39
[Music]
11:40
um
11:43
[Music]
11:48
flying high from back in the 80s i love
11:50
it i love it and he says
11:52
he says he says can i be frank sure
11:54
frank
11:55
um and and the other great line is
11:58
surely you can’t be serious and he goes
12:00
i am and stop calling me shirley
12:01
i think i think leslie nielsen is
12:04
possibly you know one of the greatest
12:05
gifts
12:06
to comedy
12:13
[Music]
12:15
so you know it’s just not good enough
12:18
that there
12:19
are not more robust methodologies and
12:22
approaches to finding out the most
12:24
important things to do and look i’m
12:26
i’m i’m not being fair to those people
12:28
that do have rigorous approaches and
12:30
they conduct the research and they bring
12:33
recommendations to the table
12:35
fantastic you know that’s wonderful and
12:37
and look um
12:38
you’re probably not our first customers
12:41
i’m sure we can help you as an
12:42
organization but you’re probably doing
12:43
great things already
12:45
but if your organization is kind of
12:48
stuck and struggling around
12:49
man we’re always fighting over the same
12:51
issues sales is always blaming marketing
12:53
marketing’s always blaming sales and
12:56
operations is always late and um
12:59
the ceo just does what he wants to do or
13:01
you know
13:02
dysfunction then
13:06
what we hear from customers is wow this
13:09
is
13:09
objective third-party data you know
13:13
served up in the boardroom that nobody
13:14
can argue with because the inputs came
13:16
from us
13:17
all we’re just doing is holding up a
13:19
mirror in a structured way
13:22
to reveal back where those gaps are
13:26
and that when we connected that with the
13:29
ability to quickly turn those into
13:30
strategic initiatives
13:32
to do that across the holistic business
13:34
not just
13:35
a part of the business that’s when the
13:37
magic started to kick into gear because
13:39
now in in 30 minutes or less wow
13:42
you can figure out where are the gaps in
13:44
our organization
13:46
and that’s helping us nail down what we
13:49
should be focusing on and
13:51
and it’s not just what i think or not
13:52
just what you think because it’s what
13:54
we’ve all thought
13:55
and now that data’s being crunched um
13:58
quite intelligently
13:59
and that’s what if our collective what
14:01
if our collective thoughts are all wrong
14:02
though
14:03
like we’re measuring it up against you
14:06
know so is we make it now just the
14:07
loudest voice in the room
14:08
or how like how you
14:13
you know how do we correct the bias is
14:14
that what you’re asking
14:16
yeah and how do we determine uh what
14:19
are the most important priorities in the
14:21
business now that we’ve collected all
14:22
the information what’s the
14:24
you know yes so just pulling stuff out
14:26
of the air or
14:27
no i mean so one of the benefits here is
14:29
that the data is structured
14:31
we’re asking structured questions
14:34
absorbing that data and structuring it
14:35
back against
14:37
an organized framework so
14:40
as we’re asking some of those questions
14:41
we’re asking the same
14:43
type of question more than once so
14:46
um we’re we’re asking many questions
14:49
around
14:51
say kpis and key metrics and performance
14:53
outcomes
14:54
so if if you’re dummying the answers
14:58
you’re not you know it’s going to become
14:59
apparent what does become apparent
15:02
is that um the the patterns and the
15:06
behaviors appear
15:07
that if you’re looking at say
15:11
the market curve which is all about
15:15
what market do we serve who’s our ideal
15:17
customer what do they value
15:18
what perceptions do we need to build you
15:21
might see
15:22
activities that are low and need work
15:25
and then you might get to the strategy
15:27
curve and
15:28
the same theme might be appearing and so
15:30
there’s themes that are
15:32
across all and that’s really important
15:35
as
15:35
as you begin to look at the curves
15:39
and and go from vision to market to
15:41
strategy to business model
15:43
you know and i must have run dozens and
15:45
dozens dozens of sessions with clients
15:47
around this
15:47
and um very quickly people are becoming
15:51
self-aware they’re going oh
15:53
yeah we suck at our performance metrics
15:55
do we have a
15:56
standard set of metrics that we track
15:58
quarter in quarter out
16:00
if we’re honest no we don’t um and
16:03
the one or two of the c suite might go
16:05
well isn’t it this and that
16:06
and and other people are going well is
16:08
it what is it and there’s clearly a lack
16:10
of clarity
16:11
and we’re seeing seen that pattern and
16:14
so
16:14
so the data is is asked in such a way
16:17
that um
16:18
you know we we iron out some of the bias
16:21
as best as possible
16:22
look if you put in all the wrong inputs
16:24
you’re going to get all the wrong
16:25
outputs
16:26
um yeah yeah that’s don’t bother taking
16:29
it if you’re going to be like that
16:32
so but once you do take it and and
16:36
we are we are balancing things across
16:38
the business system
16:40
which is a system of systems and across
16:42
um
16:43
different themes and the beauty of this
16:46
diagnostic is that it’s actually been
16:48
tested over years and years and years
16:50
like this is
16:53
yeah i mean the as i said
16:56
um i guess we started work on the
16:58
diagnostic six or seven years ago
17:00
um uh does that mean it’s perfect no
17:03
it’s a piece of software as
17:04
i said at the start of this the version
17:07
we released in waymaker 1.0
17:10
is now 30 better in waymaker 1.1
17:14
it it will improve over time
17:17
and so that’s that’s been um
17:21
i mean we practice what we preach there
17:23
around continuous improvement
17:24
and um the whole platform is designed
17:28
for people to practice continuous
17:29
improvement
17:31
and and we’ll see that happening there
17:33
there’s there’s
17:35
there’s benefits to that so so really in
17:38
summary
17:39
excuse me um most
17:42
planning performance systems didn’t have
17:44
data inputs
17:46
excuse me we wanted to
17:49
get one and and front end those
17:53
performance management systems that
17:55
would have structured qualitative and
17:58
quantitative data coming in
18:00
um and and that’s where the smarts are
18:03
that’s that’s what makes it unique
18:05
we haven’t found another platform in the
18:06
world where you can run your business
18:09
and have these kind of strategic inputs
18:11
coming in from all levels of the
18:13
organization
18:16
so that so we take this we take the
18:19
diagnostic
18:20
and then we map this against the
18:22
waymaker experience curve
18:24
do you want to talk a little bit about
18:26
how that works and what we’re looking
18:27
for there
18:28
yeah and i think um i’ll ask this now
18:31
because we’re obviously
18:32
um in production but yeah we’ll put us
18:35
we’ll put a a shot on screen so
18:38
um you should be seen on screen
18:42
either recently or now or very shortly a
18:45
triangle um and that triangle
18:49
is what we call the diagnostic framework
18:51
and it’s it’s really adapted from
18:54
systems thinking and traditional systems
18:56
thinking and the iceberg
18:57
the classic iceberg and this type of
19:00
diagram shouldn’t be unfamiliar to
19:03
anybody um that’s that’s looked at any
19:06
of those
19:06
those management practices
19:10
and so um what we’re looking at is
19:13
um the very very
19:16
base of the thinking
19:20
is the mental models um and the mental
19:24
models are the the way we view the world
19:26
around us
19:27
classic world view um the assumptions we
19:31
hold the beliefs we hold
19:33
how we think and that’s huge
19:36
sitting on top of that because how we
19:39
think
19:39
and how we see the world determines
19:43
what skills and systems we’re going to
19:47
invest in
19:47
what are the structures and the
19:49
practices we’re baking into the
19:51
organization
19:53
um i have a great friend who runs a
19:57
property organization and he’s just a
19:59
mad salesman he just all he believes in
20:01
his sales
20:02
um wonderful guy so what do you think he
20:05
values
20:06
what do you think he’s worth more doing
20:08
a great quality output or
20:10
making a deal clearly making a deal
20:12
because that’s his world view
20:14
doesn’t mean it’s right or wrong that’s
20:16
just the world view so
20:18
so that world view is driving skills and
20:20
systems and from those skills and
20:22
systems
20:23
you can see over time certain trends and
20:27
and behaviors because
20:30
that’s what happens over time if we
20:32
value sales
20:33
more than production over time then
20:36
that’s going to reveal itself in the
20:39
culture of the organization as much as
20:41
the skills and the systems
20:43
and sitting on top of that are the
20:44
activities of what we do so
20:46
how we sell how we market what we do
20:48
those functional activities
20:50
and so and the ultimate result of that
20:53
is what people know about us
20:55
so right at the tip of that little
20:58
triangle is a
20:59
little human character we often use to
21:01
represent
21:02
that’s that’s you the organization
21:04
that’s how people see you
21:06
and and that’s as you evaluate
21:09
as you evaluate this diagnostics
21:11
framework then there are like
21:13
a couple of key principles um
21:16
like of this framework so do you want to
21:19
kind of like talk us
21:20
through those in in light of what we’ve
21:22
just just looked at
21:23
yeah i’m glad you mentioned those um
21:26
the first principle is the depth of
21:29
shift
21:31
increases the level of shift or what you
21:34
can almost say the power of shift inside
21:36
the organization
21:37
so it’s called an iceberg then you know
21:40
classic systems iceberg model because
21:42
what customers see what the world sees
21:44
is you and the general activities you do
21:47
but sitting underneath that beneath the
21:49
surface of the ocean
21:50
are the patterns trends behaviors over
21:52
time the skills and systems you build
21:54
the structures the practices
21:56
which are all framed by your mental
21:57
models and so
21:59
the deeper you create change
22:02
the the the higher the level the
22:05
increased level of change
22:07
you can and so we kind of articulate
22:09
that in in this way
22:12
changing what we do does not change who
22:15
we
22:16
are but changing who we are almost
22:20
always changes what we do
22:23
i’m going to say that again because it’s
22:24
so important and changing what we do
22:27
does not change who we are but changing
22:30
who we are
22:31
or how we think about the world almost
22:33
always changes what we do
22:35
let me give an example yeah is that how
22:38
you ask
22:39
okay so let’s change what we do
22:43
okay so we’re going to
22:47
change what we do we’re going to mandate
22:49
that
22:50
in customer service we’re always going
22:52
to let’s pretend we’ve got some retail
22:54
stores we’re always going to stand up
22:55
and open the door for the customer
22:57
awesome um we’re gonna we’re gonna send
23:00
out a company policy saying that’s how
23:02
you treat customers from now on
23:05
does that change who we are or how we
23:07
think about the world no it just
23:08
changes what we do if we
23:11
teach people to think differently about
23:14
customers
23:15
and let’s say let’s teach our teams to
23:18
think about the retail floor
23:21
like your living room your house
23:25
if you have a guest that comes into your
23:27
home
23:28
do you greet them of course you do do
23:31
you show them hospitality
23:32
of course you do do you care for them of
23:34
course you do do you
23:36
open and close the front door as they
23:37
come and go of course you do that’s just
23:39
general hospitality so if we changed our
23:44
mindsets to saying hey
23:45
think about this shop floor as
23:48
your home and think about people coming
23:51
in as guests
23:53
then we shift thinking we move the
23:56
mental model from
23:58
from being oh their customers to being
24:01
their guests
24:02
and yeah i’m using a really simple
24:04
customer service example here
24:07
and we don’t need to mandate open the
24:08
door in fact
24:10
the minute we shift the thinking to say
24:13
it’s not a customer
24:14
it’s a guest then they’ll have a smile
24:17
there’ll be a greeting there’ll be a
24:19
comment on how nice they look today and
24:21
there’ll be a door opened and a door
24:23
shut and suggestions on what they could
24:25
do
24:26
the individual will be empowered to come
24:29
up with another 20 ways of giving great
24:31
customer service
24:33
and we’ll never have to put that in a
24:34
policy document why because there was a
24:37
mindset shift that happened around how
24:40
we think about the world around us how
24:41
we think about the customer
24:43
making sense yeah and if you want to um
24:45
just take this
24:46
iceberg uh model a little further with
24:48
some of the language that you’ve used
24:50
uh would you say then that those things
24:52
that are seen
24:53
are what we do those uh who we are
24:57
are the things that are unseen yeah like
25:00
brought you to map that against that
25:02
yeah broadly i mean there are things we
25:04
do inside the organization you know we
25:06
we
25:07
build systems we build organization
25:09
structures we create
25:10
teams now they’re things we do um
25:14
they’re things that are rarely seen
25:16
though but they’re felt
25:18
yeah so if we build a system that
25:21
promotes
25:21
um speed of turnaround of customer
25:24
service
25:25
then we may not create a system that
25:27
encourages hospitality
25:29
and warmth sure um it’s hi craig welcome
25:32
what do you want you want a wallet
25:33
fantastic it’s 20 bucks now get out
25:36
um or it’s hey craig welcome so nice to
25:39
see you again
25:40
and and you know and as i talk about
25:42
this it doesn’t matter whether you’re a
25:43
digital business or a physical business
25:44
the same applies
25:46
good digital systems say hey welcome
25:48
back craig last time you were interested
25:50
in brown wallets
25:51
would you like a brown belt to go with
25:53
that this time hey that’s useful
25:56
or hey craig last time you landed on
25:58
this
25:59
travel website you were interested in
26:01
flying to
26:02
the whitsundays would you like to add a
26:06
stay
26:07
at port douglas with that um yeah thank
26:10
you to our sponsors tourism queensland
26:12
um jokes um
26:15
uh you know you get what i’m saying here
26:18
yeah and to point to
26:19
the first principle like obviously the
26:21
deeper down you go
26:23
the more change you’re gonna correct
26:26
yeah so you could look at our diagnostic
26:28
and you go oh we’re weak on crm
26:30
and you could go hey we we should really
26:33
focus on crm or we’re weak on
26:35
a sales methodology let’s focus on that
26:37
and that’s good
26:38
don’t get me wrong that’s good that’s
26:40
improving the business
26:42
but the coach or the advisor that’s
26:44
working with the business
26:45
might also look at the mindset because
26:47
we actually reveal
26:49
not just the clarity on the curve
26:52
um say for sales or marketing but we
26:54
review what’s what we call a growth
26:56
mindset
26:57
and and that’ll be two of 16
27:00
different mindsets so we we have a
27:04
a 4×4 matrix on mindsets that will
27:07
reveal one of 16 profiles
27:09
and that’s not the individual that’s the
27:12
organization so what’s the mindset of
27:14
the organization
27:15
as a whole or in this
27:18
area in in say customer experience or
27:21
employee experience
27:22
yeah cool and the coach advisor will
27:24
look at that and go ah
27:26
actually you know what let’s work on
27:28
that let’s work on that mindset
27:30
let’s and and so there is a layer of
27:33
psychology
27:34
that can be overlaid here that we’re not
27:37
saying we’re going to put into the
27:38
software because
27:39
software does what the software does but
27:41
rather it will reveal back to you going
27:43
we’re not thinking in the way that high
27:46
performance teams think
27:48
and that sure that is unique to anywhere
27:51
anything out there
27:53
so that’s cool so that’s depth of shift
27:54
increases the level of shift that’s
27:56
principle number one
27:57
stu principle number two yes
28:00
so um principle number two is
28:04
organizational alignment is actually a
28:06
four dimensional activity
28:09
so let me just nerd out for a minute um
28:12
organizational alignment is height width
28:15
depth
28:17
of alignment over time
28:21
so um thanks to einstein and his theory
28:24
of relativity
28:25
uh time is your fourth dimension that’s
28:27
right time is the fourth dimension
28:28
you know we all know that time had a
28:30
beginning time has an end
28:32
time is relative to matter and space and
28:35
we know that we have height width depth
28:37
and time and so when
28:41
um when you’re taking this diagnostic
28:44
uh this diagnostic is um taking
28:47
qualitative and quantitative insights
28:49
into structured data that we track
28:52
um you know if you do it every quarter
28:53
every quarter um
28:55
you can go and look at what your team
28:59
achieved last quarter two quarters ago
29:02
three quarters ago last year you can see
29:04
the patterns and trends over time you
29:06
can see things moving and changing
29:08
and that’s really healthy it’s healthy
29:12
for two big reasons one
29:16
it allows us to see where we’re growing
29:18
we can go actually
29:20
hey we did achieve we hey good news we
29:22
did grow
29:23
hey well done man like two quarters ago
29:27
um sales was weak in in clarity and
29:30
maturity and we’ve focused on that
29:32
and now look we’re seeing the results in
29:34
our numbers
29:35
and you know what though that’s not a
29:37
flash in the pan set of numbers from
29:40
a new marketing campaign that’s because
29:42
we’re a better
29:43
stronger you know new and improved
29:46
version 1.3
29:47
and and that’s awesome you can see that
29:50
that’s the first big reason it’s
29:51
encouraging and empowering and wonderful
29:54
the second big reason is um
29:57
it will reveal your stubbornness and if
30:01
you
30:02
if you are ignoring practices
30:05
and behaviors over time they’re going to
30:07
be there and they’re there for everybody
30:09
to see
30:11
and that’s good because um so there’s
30:14
accountability right across the
30:15
organization then right yeah
30:17
that’s the great that’s the best way of
30:19
putting it so
30:21
so um uh your people will tell you
30:25
um hey um why why do we
30:28
after eight quarters still stink at blah
30:31
blah blah
30:34
and it will move up to being one of
30:36
those one two or three things that we
30:38
should improve
30:39
so um you know when when you’re looking
30:41
at a diagnostic you’re not just looking
30:43
at a snapshot of a moment in time now
30:46
but you’re also looking at a snapshot of
30:49
our organization over time and i believe
30:52
that you and i had a conversation once
30:53
about like growth rings on trees and
30:55
that type of thing and just like
30:57
yeah yeah yeah we did yeah right um
31:00
[Music]
31:01
it’s exactly that um and so
31:05
in fact that’s not a bad analogy we were
31:06
talking about in a different context
31:09
on that podcast and
31:12
the context was as the trunk tree grows
31:15
the
31:16
growth rings are growing on the core
31:18
trunk
31:19
and we were talking about saplings and
31:21
distractions and
31:22
um and and that’s all still relevant and
31:25
a good way of thinking about the
31:26
diagnostic is you’re getting a
31:28
you’re getting a shot of growth rings
31:30
and you get to slice the organization
31:32
open
31:34
see the growth rings and then look at
31:36
them over time
31:37
and and that’s healthy so it allows you
31:41
you know when somebody says hey this
31:42
quarter we think we should be focusing
31:44
on building a better
31:45
employee experience or the onboarding
31:47
journey
31:49
you can look back in time and go yeah
31:51
that has been a problem for now
31:52
two three four five quarters it’s now
31:55
it’s we’ve removed other problems
31:57
and more bigger and more important
31:59
whatever they were and now is the time
32:01