Your skin doesn’t sting 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 hurts—and by then, 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. That’s assuming you find the right external group(s) to handle it, because you only get a short window of opportunity to turn around 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 probably have internal damage, but until they feel the pain, they won’t do anything about it.
If an organization cut back the things they monitor to the most important ones that all others stem from, they would literally be six months to two years ahead of most of their competitors.
Tracking core issues takes a new mindset and good use of historical data to set realistic, forecasted goals. But the main change the leadership will find is the ability 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.
