| Of the numerous articles on why businesses fail, I | | | | planning efforts. As a business leader, you should be |
| have yet to read one that cites “complacency” | | | | constantly asking and answering these questions: |
| as a contributing factor. However, the brutal truth is | | | | 1 - Who are we? |
| that far too many businesses become much too | | | | 2 - Where are we now? |
| accepting of marginal or “OK” results compared | | | | 3 - Where do we want to be? |
| to achieving stretch targets or world class results. In | | | | 4 - How will we get there? |
| the long run such meager satisfaction, or complacency, | | | | 5 - Who does what? |
| leads to missed opportunities and misdiagnosed | | | | 6 - How are we doing? |
| challenges – which in turn can lead the company | | | | Ask these questions of yourself, your employees and |
| right to the business grave yard. So, how do you avoid | | | | your partners at least once a quarter. Explain the |
| complacency in your business? Well, it’s not always | | | | question thoroughly, listen to responses objectively, and |
| easy, particularly if you're enjoying any margin of | | | | take action accordingly. You’ll discover more than |
| success now. However, there are three areas of your | | | | enough issues and opportunities to prevent you from |
| business that are quite susceptible to complacency | | | | becoming complacent. |
| – people, plans, and processes – and here are a | | | | Processes. To succeed in a competitive market and |
| few tips that will help you avoid the insidious | | | | to make your life easier as well, your business |
| complacency disease. | | | | processes must be optimized. That is, they must be |
| People. Do you believe “the system is the | | | | both efficient and effective. Accepting anything less will |
| solution,” or “the system is only as good as the | | | | always lead to waste, a waste of your time, your |
| people who execute it?” If you believe the latter, | | | | money, or both. To avoid such waste, make sure |
| and I hope you do, then take time to assess everyone | | | | you're not complacent about your major business |
| who works for and with you. You don’t need a | | | | processes. Once a year, jot down the essential |
| sophisticated evaluation tool to do so. Just ask yourself | | | | processes that produce results for your business, e.g. |
| one simple question - “Is this person and relationship | | | | sales, marketing, operations, finance, etc., typically about |
| meeting my expectations?” If the answer is yes, | | | | a half dozen or so key processes. Then, sketch out a |
| that’s great. If the answer is no, you have some | | | | high-level flow chart of each critical step in the |
| work to do. Identify what needs to change, by when, | | | | process, step back, and ask a few questions: |
| and what the consequences are for not changing. | | | | 1 - Are you satisfied with the efficiency and |
| Make your expectations known and crystal clear to | | | | effectiveness of each step? |
| the individuals and ask them for their help in achieving | | | | 2 - Is the right person doing this process or this step? |
| your company goals. If they don’t get on the bus | | | | 3 - Can I improve this process by ten percent or |
| with you quickly, you need to find someone else who | | | | better? |
| will. Running a business is all about working with people | | | | 4 - Am I applying available technology wisely to this |
| of course, but it’s a lot easier with the right people. | | | | process? |
| Plans. Effective planning; strategic and operational, can | | | | You’ll be surprised at the complacency that can |
| make the difference between a good company and a | | | | creep into your key processes over time; but you’ll |
| great one. For great companies, planning is not a static | | | | also be happy with the improvements you can make |
| event. Rather, it’s a dynamic process of creative | | | | by asking these simple questions. |
| thinking, challenging assumptions, testing, executing, | | | | Unfortunately, most companies don’t realize |
| follow up and continuous adjustment. If you want to | | | | they’ve become complacent until it’s too late. |
| avoid complacency in your company, you need to | | | | However, applying these tips now and regularly will |
| commit generous amounts of time to continuous | | | | keep you from becoming like most companies. |