Your skin doesn’t burn when you don’t have a cut, but when you have a cut, even water makes it hurt. The problem most organizations run into is not identifying core problems until it’s too late.
Yes, we all run to the immediate need like a surface cut. But the more important issues that steamroll organizations like, value offerings, customer service and internal cohesion are not usually realized until a large symptom appears. By that time the problem is so out of control that it can take multiple years to correct. Assuming you find the right external group(s) to handle it, because you only get a short window of opportunity to turnaround a brand in decline.
Most organizations track employee time charts, some sort of quality control and complaints/returns. But very few have peeled the onion down to the first layer. What I mean is, they are not monitoring the foundational steps that all other symptoms arise from.
If an organization cut back the things that they monitor to the most important that all others stem from, they would literally be 6 months – 2 years ahead of most of their competitors.
Tracking the core issues takes a new mindset and good use of historical data to set realistic, forecasted goals. But the main change the leadership will have, is being able to manage employees by results, not time. In order to do this, employees need to have a clear picture of what you want them to achieve.
The things that should be at the top of the list are value perception, employee engagement and client loyalty.
Here are 3 steps to take immediately:
1. Outline a clear goal for your brand.
2. Outline clear objectives for your product/service and employees.
3. Outline your first layer (what your goal and objectives hinge on).
Take a good month to plan, test track and fine-tune your methodology before you announce it to the whole organization. You will find this takes a bit of trial and error.