In our wondrous technological
age, it appears we can do almost anything. In fact, I bet if someone was so
inclined, they could manufacture a toaster with cell phone functionality built
in. After all, they make refrigerators with TVs on the door, don’t they? This
has me thinking out loud that, yes, you can make a toast-a-phone, but why would you? In other words, when
making important leadership decisions about future products and services, just
because you can do a thing does that mean you should?
Obviously, I am still thinking
a lot about how important clarity is on a personal, team, and organizational
level. Now don’t get me wrong, I am totally for innovation and pushing
boundaries. In fact, I was so impressed by what Elon Musk and his SpaceX team did
recently, that I looked on their website do see if they had any leadership
development positions available (and they did!). If you do not know what I am
talking about, just check out the YouTube link below:
The point being is that SpaceX
has the intellectual and creative horsepower to do almost anything, but they
focus on ONE THING – the reinvigoration of space exploration and the
commercial, technological, and human benefits such endeavors produce. The
problem, however, is that too many industries and organizations dilute their
efforts by chasing products and services that lack clarity or just do not make
sense.
For instance, in my primary
industry of higher education, I have personally witnessed the struggle of smaller
colleges as they try to be all things to all people in the hopes they will grow
or even survive. What usually happens is that staff, faculty, and resources get
stretched so thin or the original mission creeps so far that the institution
becomes unrecognizable. There are countless examples in business as well. A
great case in point is the computer manufacturer that goes out of business because
they produced a dizzying array of machines and unsustainable product lines that
became confusing thus unattractive to the consumer. Compare that to Apple which
will only bring enough products to market that can fit on a single six-foot
table. At one time, however, that was not always the case. Apple learned that focusing
on a few products and doing them well made more sense that producing too many
products of poorer quality and capability.
So, how do we avoid the toast-a-phone
trap? When faced with the opportunity or inclination to produce a new product
or service or branch off a new subsidiary or acclimation, evaluate the pros/cons
of doing so by the following criteria of whether or not the new endeavor is:
ON
MISSION – does this new effort align with your core mission and
values? Does it represent a dramatic departure of what you made you successful
in the first place? Would it require you to compromise your core values? Would it
conflict with or have a negative impact on a healthy workplace culture?
ON
POINT – does the product or service even make sense coming from
your organization or would people be scratching their heads and wonder why are you or your organization is even doing that? To this day I still cannot figure out why
a stick and ball sports equipment company thought they could make motorcycles. Luckily,
Harley Davidson still exists but the AMF Sports Equipment company that at one-time
owned Harley Davidson no longer does. You have to understand that if you are known
as an industry leader for creating and delivering a quality product or service,
then why would you jeopardize your brand promise, brand identity, and brand
ambassadors?
ON
DEMAND – is there even a demand for this new product or service? Does
it truly meet a need or are you trying to create one? Have you done due diligence
to determine if there is someone or some entity out there that is already doing
it better and faster than you could ever do?
ON
SCHEDULE – is this new endeavor timely in terms of its introduction
or are you just playing catch-up? Challenger brands can be successful, but the
learning and resource curve is significant. Is the demand sustainable or will
it fade; thus, is it worth tooling up to meet what could be only a temporary
demand or marketplace fad. Just look in your closets and cupboards and see how
many things are there that you just had
to have but now would be embarrassed to let people know you spent good
money on them. I am thinking parachute pants here! What was I thinking? Not
that I could ever fit in them, but I am hoping they come back in style just for
the EBAY opportunity!
Recently I have been trying
out a new Here to There Mapping tool that I have used with several different
types of organizations that helps organizations and teams obtain clarity in their
status and aspirations. The results and feedback I am getting is that it has
been very helpful. You can find it in my workbook publication called Do
Out Loud: Mapping Your Leadership Platform, available on Amazon.com.
I would also love to talk to you more about leading your organization through
this interactive and team engaging process on-site.
The quickest path to obscurity is to attempt to become all things to all people.
It is my belief that the quickest
path to obscurity is to attempt to become all things to all people. There is
just one of you and that is what the world needs most. We do not a bunch of
carbon copies of someone or something else. What you make, do, or provide is unique
and there are more than enough clients or customers out there that will value
what you do and how you do it. Just like Elon Musk and SpaceX taught us
recently, when you focus on what you truly want to do and want to be the best
at it, the sky is no longer the limit!
As always if I can help you and
the people you associate with Get Better, Be Ready and LEAD OUT LOUD, I would
invite you to email me or to visit my website below and see if any of the
training or coaching experiences I offer can provide an impact. Also, as a
bonus, if you go to my Out Loud Strategies website (www.outloudinc.com) and enter your
contact information, I will send you a FREE guide to establishing a mentoring
initiative program in your organization! Such an initiative would be critical
to add value to your organization!
Yours in Leadership,
Bill Faulkner
Principal Consultant – Out
Loud Strategies
Independent Coach, Speaker,
and Trainer with the John Maxwell Team TM
Email
= bill@outloudinc.com
Visit our website at: www.outloudinc.com
For more information on the
John Maxwell Team, please visit
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