Author Archives: Doug Brown

About Doug Brown

As a Coach, Consultant and Facilitator, Doug Brown has guided successful outcomes for executives in the NY/Northern NJ region for over three decades. His extensive client base encompasses over 50 different industries in both for-profit and nonprofit sectors.

Understanding Current and Future Customer Experience Expectations

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From my associate, Janice Giannini.

Once upon a time, many companies viewed technology, or what they called IT, as an expense. In addition, many of them also considered call centers or customer contact centers similarly.

Then, the world changed. Technology is no longer viewed only as an expense; it is a business growth driver and competitive discriminator. It is viewed as an investment in a sustainable business’s future.

Similarly to technology, call centers, customer service representatives, and the fullness of the customer experience are no longer just expenses; they are critical investments for future growth.

Customers’ expectations have changed and continue to evolve. McKinsey’s article “Hyperpersonalized Care and “Care of One” hypothesized that personalized care/experience requires realigned attitudes and investments in technology, processes, and mindsets.

What might that look like? McKinsey summaries it as:

  • White-glove customer service for all shifting from reactive to proactive control of the customer experience.
  • One company, one voice, so there is consistency and transparency across all interactions to facilitate a seamless experience for the customer.
  • Workstation of the future using advanced analytics tools to detect customer sentiment and emotions, enabling customer contact personnel to focus on listening and responding to the individual’s needs.
  • Contact centers are becoming the future talent factory. The voice of the customer increasingly drives strategy and operations. Consequently, hiring people with the right attributes and coaching customer service representatives becomes a highly valued feeder of long-term talent for the company.

While most companies today may speak to the need for a holistic customer experience, industries have yet to arrive. When customers call a support center, they want to feel heard and respected, with their problems solved correctly and quickly on the first call so that they can move on with their lives.

To accomplish this seamless experience, understanding where your company stands with the needed technology, processes, and mindsets is critical. The challenge for all is finding the optimal way to realign the three (technology, processes, and mindsets) with the minimum disruption for current customers.

Based on your business sector and competition, some companies may have more time to realign than others. Caution, however, as newcomers to the market space have fewer barriers to overtake a legacy company.

Do A.I. Customer Services Apps Provide Better and Quicker Service Than Real People?

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From my associate, Grant Tate.

ChatGPT provided a framework for this article.

‍Imagine you’re at a crowded party. In one corner, there’s a robot bartender serving drinks with precise efficiency, never spilling a drop. In another corner, there’s a human bartender, juggling orders, chatting with guests, occasionally spilling a drink, and sometimes forgetting who ordered the mojito. This scenario is a bit like the world of customer service today, where AI customer service apps and human representatives coexist, each with their unique strengths and quirks.

‍‍The Marvel of A.I.: Speed and Precision

A.I. customer service apps have become the go-to bartenders for many companies. Why? Because they are quick, precise, and available 24/7. Imagine my recent experience with an app on Substack. I had a dilemma, and this A.I.-powered assistant jumped to my aid in seconds. No waiting in line, no listening to “on-hold” music that makes you question your life choices. It was like having a personal assistant who knows everything and never takes a coffee break.

‍A.I. excels in handling routine inquiries. Need to reset your password? A.I.’s got you covered. Want to know your account balance? Easy-peasy. These apps can pull up information and solve problems faster than you can say “customer support.” They are programmed to understand natural language, making interactions feel almost human. Plus, they don’t get tired, don’t need lunch breaks, and certainly don’t get frustrated if you ask the same question twice.

‍The Human Touch: Empathy and Adaptability

But what about those situations that aren’t so routine? Yesterday, I found myself needing help from another company. The A.I. was nowhere to be found, so I turned to a human customer rep. The wait felt like an eternity as the rep consulted with managers and associates. Frustrating? Yes. But there’s another side to this story.

‍Humans bring something to the table that A.I. currently can’t: empathy and adaptability. If your issue is complex or emotionally charged, a human can navigate the nuances better than any algorithm. A human rep can offer a heartfelt apology, understand your frustration, and adjust their approach based on your tone and mood. They can think outside the script, offering creative solutions to unique problems.

‍The Perfect Blend: A.I. and Human Collaboration

So, who wins in the battle of A.I. vs. human customer service? The truth is, it’s not a competition. It’s about collaboration. A.I. can handle straightforward, repetitive tasks, freeing up human reps to tackle more complex issues that require a personal touch. Think of it as a dynamic duo: the robot bartender serving up quick, accurate drinks, while the human bartender mingles, listens,.and creates a memorable experience.

‍Companies are increasingly adopting a hybrid approach, leveraging the strengths of both A.I. and human representatives. A.I. can handle the initial contact, resolve simple queries, and gather information. If the issue requires deeper understanding or a more personal touch, it seamlessly hands over to a human colleague. This ensures that customers get the best of both worlds: speed and empathy, efficiency and creativity.

‍The Future of Customer Service

As A.I. technology continues to evolve, the line between human and machine interactions will blur even further. We might see A.I. that can mimic empathy more convincingly, or human reps who are even more tech-savvy, using A.I. tools to enhance their capabilities. The key is to harness the strengths of both, creating a customer service experience that’s not just quick and efficient, but also warm and understanding.

‍In the end, whether it’s a robot or a human helping you, the goal remains the same: to make you feel valued and supported. So next time you’re at that metaphorical party, enjoy your perfectly mixed drink from the robot bartender, don’t forget to have a chat with the human bartender, too. After all, it’s the combination that makes the party truly memorable.

Leadership’s Hidden Skill

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Well honed pattern recognition skillsFrom my associate Grant Tate.

Tom Brady drops back into the pocket. Linemen tug, push, and groan, fighting to tackle or protect Brady. Tom scans the movements downfield and throws the ball to an open spot, but someone is magically there to catch it.

‍Brady always fascinated me. Yes, he had an exceptional physique and physical skills, but his special talent was pattern recognition. He had an all-seeing eye that fed his brain with information about the movement in a complex environment, and he could interpret it and act on the situation. Yes, there were plays designed by the coaching staff, but the defensive team’s objective was to disrupt those patterns and cause chaos. Deciphering that pattern was the quarterback’s job. Successful quarterbacks, like Brady, have unusually strong pattern recognition skills.

‍Successful leaders also need well-honed pattern recognition. A CEO, especially in a complex, fast-changing industry, must discern a multitude of factors about the market, economic conditions, competition, technology, people, and operations. The CEO must deal with ambiguity, conflicts, and too little or too much information, and be able to make decisions and set directions for the organization. Pattern recognition also applies to observation of the team, the people, and the executive team, sensing how they interact, discerning their unique skills, putting each in their particular assignment, and coaching them to higher ideals.

“There are some people who look at a pile of dots and see a picture, then there are others who look at a picture and see nothing but a pile of dots.” That’s the way I described our recruiting effort when heading a strategic planning unit in an international corporate job. I was only half joking because we were searching for the people who were incredibly talented at developing realistic marketing and manufacturing strategies in our eleven-country international market environment that covered Europe, Latin America, and Asia. We were constantly scanning economic indicators from the countries and others from international organizations. In addition, our manufacturing plants had different political and cultural characteristics. In short, we needed intelligent people with excellent pattern recognition. We needed staff members who could visualize a picture from a pile of dots. We found the candidates in our country organizations, by observing candidates over a relatively long period of time.

‍Those candidates came from a variety of experiences and educational backgrounds. The best had strong liberal arts education, often had hobbies in the arts. Some had that combined with science or technology. But we found people narrowly focused on engineering or finance were seldom successful in strategy development.

We consultants often say leaders are made, not born. Yes, we can develop goal setting and the other elements of leadership, but can we teach pattern recognition? A person with broad perspectives in literature, art, science, culture, travel, and interpersonal relations is more likely to be prepared for pattern recognition because such a person can discern patterns and subtle movements. Such a person might be called a polymath, an expert in many different fields. Perhaps that’s as close as we can get to training for pattern recognition. In the meantime, the best we can do is observe would-be leaders to see if they can complete passes.

Am I Okay With the Cost of Self Leadership?

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Many articles, books, speeches, and posts talk about influential leaders’ characteristics, qualities, and actions. In addition, processes and action plans abound. Undoubtedly, if you are reading this, you have read at least a few of those above.

‍I want to offer a more straightforward approach to understanding effective leadership to consider:

  • Be honest with yourself, about yourself.
  • Do the right thing when there is a choice between right and wrong—even minor things matter. Choosing what’s right over what is easy builds trust and credibility.
  • Invest time in understanding the big picture and expressing that picture in words that most people can comprehend.
  • Negotiate and compromise, and seek to understand multiple points of view, not just the last person who walked into your office.
  • Remember, you need to earn respect daily; without it, you and your company will flounder.
  • Run towards the hard-to-have conversations. Respect yourself and others to address the concerns promptly.
  • Say please and thank you; it’s not just formality; it’s a sign of respect. Whether you make a million dollars or minimum wage, all humans must be and feel respected.
  • Recognize the power of effective communication. Use your words to share the rationale with the team so they can understand “the why” of what they need to do and when, as well as the consequences. For example, if you miss the market window, you lose the first advantage and revenue.

Why is leadership complex? It requires that we confront our own fears and insecurities along the way, and sustaining that behavior for the long term is hard!

‍Leadership in today’s world is counter cultural; the social norms that got us here will only get us to the next step in some cases. Leadership requires honesty in evaluating and acting in the best interest of the business’s short/ mid—and long-term growth and others.

Leadership does not start with processes, tools, or developmental courses. It begins by looking in the mirror and asking one question. Do I want to be a leader?

Knowing that when you answer yes I want to be a leader, you embark on a journey of self-growth. You become a role model, and your life will not be the same.

‍Understanding the cost of being a leader, not just the cost of getting to a leadership position, is critical.

Flexible Leadership vs. Wishy-Washy Leadership: Understanding the Distinction

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The concept of flexible leadership is increasingly relevant in organizations. I will clarify that flexible leadership is not synonymous with wishy-washy leadership. The former represents a strategic and adaptable approach to leadership, while the latter suggests indecisiveness and lack of direction. Understanding the distinction between these concepts is crucial for leaders who navigate complex situations effectively and maintain credibility within their organizations.

‍Defining Flexible Leadership

Flexible leadership involves adapting one’s leadership style and approach to meet the demands of various situations. This adaptability is not random but is based on a deep understanding of the organizational context, the needs of team members, and the specific challenges at hand. A flexible leader possesses a tool kit of leadership styles, ranging from authoritative to participative, and knows when to apply each to achieve the best outcomes.

‍For instance, a flexible leader might adopt a more directive approach during a crisis to ensure quick decision-making and clear communication. Conversely, in a situation that requires innovation and creativity, the same leader might encourage a more collaborative environment to harness the collective intelligence of the team. This strategic adaptability is a hallmark of practical, flexible leadership.

Characteristics of Flexible Leadership

Several vital characteristics distinguish flexible leadership from wishy-washy leadership:

  1. Strategic Adaptability: Flexible leaders intentionally adjust their leadership style based on a thorough assessment of the situation. This adaptability is grounded in strategic thinking and a clear vision of the desired outcomes.
  2. Decisiveness: Despite their adaptability, flexible leaders are decisive. They gather relevant information, consult with stakeholders, and make informed decisions promptly. Their adaptability is consistent with their ability to provide clear direction and make tough choices when necessary.
  3. Empathy and Understanding: Flexible leaders exhibit a high level of emotional intelligence. They understand the needs and motivations of their team members and adjust their approach to support and empower them effectively.
  4. Clear Communication: Effective communication is a cornerstone of flexible leadership. These leaders work at articulating their vision, goals, and expectations clearly, ensuring that team members are aligned and understand the rationale behind any changes in approach.

The Pitfalls of Wishy-Washy Leadership

In contrast, wishy-washy leadership is characterized by indecisiveness, inconsistency, and a lack of clear direction. Such leaders may frequently change their minds or flip-flop on decisions without a clear rationale, leading to confusion and frustration among team members. Several traits are commonly associated with wishy-washy leadership:

  1. Indecisiveness: Wishy-washy leaders struggle to make decisions and often delay taking action. This indecisiveness can result in missed opportunities and a lack of progress.
  2. Inconsistency: These leaders frequently change their stance or approach, leading to a lack of stability and predictability. Team members may feel uncertain about the direction of the organization and their roles within it.
  3. Lack of Vision: Wishy-washy leaders often lack a clear vision and strategic plan. Without a coherent direction, their leadership appears reactive rather than proactive, and their decisions seem arbitrary.
  4. Poor Communication: Ineffective communication is a hallmark of wishy-washy leadership. These leaders fail to clearly articulate their goals and expectations, leading to misunderstandings and misalignment within the team.

‍Differentiating Flexible Leadership from Wishy-Washy Leadership

To distinguish between flexible and wishy-washy leadership, consider the underlying motivations and outcomes of their actions:

  • Intentional vs. Random Adaptability: Flexible leaders intentionally adjust their leadership style based on a strategic assessment of the situation. Wishy-washy leaders, on the other hand, appear to randomly change their approach without a clear rationale.
  • Consistency in Core Values: Flexible leaders maintain consistency in their core values and vision while adapting their approach. Wishy-washy leaders lack this consistency, leading to a perception of unreliability.
  • Empowerment vs. Confusion: Flexible leaders empower their team members by providing clear direction and support tailored to their needs. Wishy-washy leaders create confusion and uncertainty, undermining team morale and productivity.

‍Conclusion

In conclusion, flexible leadership and wishy-washy leadership are fundamentally different concepts. Flexible leadership is characterized by strategic adaptability, decisiveness, empathy, and clear communication. It involves intentionally adjusting one’s leadership style to meet the demands of various situations while maintaining a consistent vision and core values. On the other hand, wishy-washy leadership is marked by indecisiveness, inconsistency, a lack of clear direction, and poor communication. By understanding these distinctions, leaders can cultivate a flexible leadership style that enhances their effectiveness and credibility, driving their organizations toward success in an ever-changing business landscape.

In the Beginning There Was Sales

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From my associate, Grant Tate.

At age sixteen, I worked in a furniture store. Our small town had two such stores, but Waugh Furniture had the legacy, having been around for fifty years. The other guys were fly-by-night, you know the type who sell seemingly big discounts, but the so-called sales price is still the normal mark-up.

Mornings started with the grand sweep-up. Our crew of five employees swept the cavernous showrooms from edge to edge, working around the displays of North Carolina-built furniture. Yes, we had a clunky vacuum cleaner, but good brooms were the tools of the day.

‍One day, Goree Waugh, the owner, after observing my work for a week, said, “Grant, you’re the worst sweeper I’ve ever seen. How would you like to become our bookkeeper?”

‍”Sure,” I said. “What does a bookkeeper do?”

That set me off on a whole new work path, entering transactions by hand in a huge journal book, checking records at the end of the month, preparing reports on the state of the business. Yes, I still had to do some sweeping in the morning, but most of my day was spent at the desk. However, helping customers was still the largest part of the job.

Goree and I had desks on a mezzanine overlooking the sofas, chairs, and other displays in the main room of the store. The customer’s entrance, the front door, was in plain view forty feet in front of us.

‍Goree looked at every situation as a learning and teaching opportunity.

When a customer entered the front door, he said to me, “Grant, who is that?”

I answered, “That’s Mrs. Jones.”

‍”When was she last here?”

‍”About a month ago, I think.”

“Did she buy anything?”

“Yes, she bought a chair for her living room.”

‍”What might she want today?

‍”I don’t know, but I’ll find out,” I replied.

‍I’d go down the five steps to meet Mrs. Jones halfway on the floor and greet her with a smile.

“Good morning Mrs. Jones. How are you today?”

“Fine, how are you, Grant?”

“Doing well. How is that chair working out for you?”

‍Goree taught me that the business was all about the customers. Yes, it was great to keep a clean and orderly store, but caring about the customers’ lives was foremost. He said, “It’s nice to ask the right questions to find out about the customers, but you have to actually care about them. Don’t fake it. Become curious, think about their lives, and the questions come easy.”

‍Caring about the human beings who are our customers is indeed the foundation of good sales. In these days of mechanistic and mass sales techniques, the human element is more critical than ever. Even if you have the most sophisticated, AI-driven customer interface, considering the customer’s needs and feelings should be at the top of the design objectives. If you are in a business where interpersonal relations drive sales, your emotional connection with prospects will drive your success.

So cue up your curiosity. Let customers know you really care about them. And enjoy your accomplishments.

Thinking back about my experiences, I’m amazed that Goree Waugh would trust a sixteen-year-old kid to sell to customers, keep books, and handle other big responsibilities. He was a master coach and mentor whose lessons formed my foundations.

Unraveling Value-Added vs. Adding-Value Selling

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Today, the competitive marketplace compels businesses to seek strategies that distinguish their offerings and captivate customers. Two frequently discussed yet often confused concepts in this realm are “value-added selling” and “adding-value selling.” Although their names sound similar, these strategies diverge in core philosophies and applications. This article aims to eliminate the confusion, highlighting each strategy’s distinctiveness and crucial roles in business strategy.

Value-Added Selling: Enhancing the Proposition

Value-added selling revolves around making your product or service more appealing to customers and clients by enhancing it with additional features or services. This approach does not necessarily change the core offering but adds elements that exceed basic functions or expectations.

For example, offering free installation for a home appliance or a complimentary one-year maintenance package with a vehicle purchase represents value-added selling. This strategy attempts to justify a higher price point or differentiate the offering from competitors by trying to increase its overall perceived value.

The premise is that customers are willing to pay more for the added benefits, conveniences, or enhancements that accompany your product or service. Value-added selling focuses on your products’ or services’ augmented features as the primary value driver.

Adding-Value Selling: The Consultative Approach

Conversely, adding-value selling prioritizes the customer-business relationship over your product or service. This approach adopts a consultative approach. You, the seller, become a trusted resource, investing the time to understand your prospects’ and customers’ needs, challenges, and objectives before designing and offering your best tailor-made solutions. This strategy might involve customizing services, providing expert advice, or offering solutions that save customers time, reduce their hard and soft costs, or enhance their operation’s efficiency.

The focus of adding-value selling is not on altering the product or service but on improving the customer’s experience and the outcomes they achieve from the purchase. It emphasizes the importance of building a relationship and delivering a tailored solution (or solutions) that better address your customer’s needs, wants, desires, and pain points.

The Confusion: A Matter of Perspective

As the ultimate aims of enhancing customer satisfaction and loyalty overlap, it creates the need to clarify the difference between value-added and adding-value selling. The distinction lies in their focus: product versus customer. Value-added selling boosts the product’s appeal with additional features or services, whereas adding-value selling enriches the customer’s buying experience and outcome through personalized service and solutions.

Understanding this distinction is vital for businesses, as it can impact their sales strategy, customer engagement, and competitive advantage in the market. Recognizing the difference allows firms of all sizes to more accurately align their sales approach with their overall business strategy and customer expectations.

Conclusion

Grasping the nuances between value-added selling and adding-value selling is crucial for businesses aiming to enhance customer experiences. While both strategies seek to elevate customer satisfaction, they significantly differ in application and outcome. By distinguishing between product vs. customer relationship enhancement, businesses can more effectively navigate the competitive landscape, fostering loyalty and driving growth.

Architecting Success: Strategic Insights for Selecting Your Organization’s Ideal Structure

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Senior leaders must occasionally revisit and evaluate several critical factors to determine the best organizational structure for their business, ensuring alignment with the company’s strategic goals, operational efficiency, and organizational culture.

Here is a detailed analysis of these considerations:

Business Strategy and Objectives

◦ Alignment with Goals: The organization’s strategic goals, such as growth, innovation, stability, or agility, should guide the choice of structure. A divisional structure supports diversification strategies well, while organizations primarily aiming for operational efficiency might find a functional structure more appropriate.

◦ Scalability: Assess the structure’s ability to support future growth or strategic changes. With its reputation for flexibility, a flat archy (a hybrid of a hierarchy and a flat organization with little to no levels of management) may better accommodate rapid scaling than a traditional hierarchical structure.

Nature of Operations

◦ Complexity of Operations: A divisional structure benefits organizations with complex operations across various products, markets, or geographical locations by allowing specialization. Conversely, a functional structure suits businesses focusing on operational excellence in fewer areas.

◦ Interdependencies: The choice should consider the degree of interdependence between functions or divisions. A matrix structure, blending functional and divisional lines, may assist in effectively managing circumstances with high interdependencies.

 Organizational Culture and Values

◦ Collaboration vs. Specialization: Organizations valuing cross-functional collaboration may prefer a matrix or flat archystructure to enhance interaction across expertise areas. Those prioritizing deep specialization might opt for a functional setup.

◦ Decision-making: The preferred speed and style of decision-making influence the structural choice. Flatarchies and matrix organizations encourage decentralized decision-making, possibly speeding up processes and empowering lower-level employees. Traditional hierarchical structures, however, might centralize decision-making, leading to more control but slower decisions.

 Industry Dynamics

◦ Competitive Environment: Structural choices promoting agility and rapid innovation, like flatarchies and matrix organizations, provide advantages in fast-moving industries. Traditional hierarchical structures, focusing on efficiency and cost leadership, better suit stable industries.

◦ Regulatory Considerations: The need for clear reporting lines or compliance functions may dictate organizational structure decisions in certain industries.

Talent and Leadership

◦ Leadership Style: The organization’s prevailing (or desired) leadership style influences the most suitable structure. For instance, a democratic or participative leadership style is more compatible with less hierarchical structures.

◦ Talent Management: Consider the impact of the structure on talent acquisition, development, and retention. Functional organizations, offering clear functional descriptions and career paths, may attract individuals seeking specialization, while flexible structures appeal to those desiring diverse experiences.

 Technology and Systems

◦ Supporting Infrastructure: The selected structure needs appropriate technology and systems to support communication,collaboration, and information sharing across the organization.

◦ Adaptability to Technological Changes: Technology-intensive industries may benefit from flatarchies or matrix structures that can adapt quickly to technological advancements.

 Conclusion

Choosing an organizational structure is a complex decision that senior leaders should make with a comprehensive understanding of the organization’s strategic objectives, operational needs, cultural norms, and external environment. This decision isn’t static; as the organization evolves, its structure must adapt to support its strategy and operational effectiveness.

The CEO Team

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From my associate Grant Tate.

When I meet a CEO who is a visionary, a dreamer, or a strategist, I ask, “Where is the implementer, the person who can translate the CEO’s dreams into action?” If I meet a CEO who is a mechanic, focusing on the short term, with an office (or computer) full of charts and graphs, I ask, “Where is the strategist, the person who focuses on the long-term success of the organization?” Some CEOs can serve both roles at the top, but that’s less frequent. Regardless of style, the wise leader understands their strengths and finds colleagues who create balance in the front office. Often, that means choosing associates with drastically different styles and talents.

‍Of course, the phases of an organization’s life may require different kinds of leadership, but leading a complex organization at any time demands a variety of skills and mental capabilities. The wise leader builds an executive team whose members complement and trust each other. Diversity counts. A team with individuals with different resumes and differing behavioral styles can be both creative and practical if, of course, they know how to worktogether. (That’s a topic for another day.)

The top position, the CEO, is the integrator. It’s the place where all the elements of the organization come together for consideration and decisions. In a functional organization structure, the leaders of the various units are often specialists in their particular functions and become strong advocates for that function, sometimes lacking a broad perspective for general management. The CEO, then, is responsible for making tradeoffs among the different elements to ensure the best direction for the firm.

Adam Grant, the famous organization theorist, suggested that theCEO job is too big for one person and that the responsibilities should be shared among two or more top executives.[1]

‍That is something large companies could do. Still, it takes careful planning to ensure the co-executives have the appropriate mix of skills, can work well together, know how to resolve conflict, and can implement well-designed decision-making processes. One of my consulting colleagues uses music to teach executives this process. Making music together is a good analogy for this management approach.

Most smaller companies cannot afford dual CEOs. Yet, the CEO can still create a diverse leadership team.

‍Start by defining what unites the company and the team:

  1. A strong statement of the organization’s purpose.
  2. A set of principles that guides the way the team members treat each other.
  3. A set of principles that shows the way the company treats its constituents.
  4. A code of ethics for all the business practices.
  5. A well-articulated conflict management system.‍

Only people who pledge to support the unifying principles should join the team. Diversity should be built on that foundation.

Diversity means a variety of decision styles, personality types, skill sets, points of view, and experiences. Recruiting such a team requires more than interviews and resume’ reviews. Personal assessments, discussion of case studies, and other such exercises can provide important information about a person’s potential role on the team.‍

After joining the team, each team member should be committed not only to their differentiated role but also to their role on the team. The CEO should measure members’ contributions to the team, not just their individual functions. Similarly, the CEO needs to guide and evaluate the effectiveness and efficiency of the TEAM functions. This should include debriefing sessions after important team activities, as well as self-evaluation and feedback for each team member.‍

Selecting and building the team is one of the essential responsibilities of the top executive.

 

[1]https://cafe.com/stay-tuned/the-science-of-leadership-with-adam-grant/

Why Would I Read One More Article on Management Team Structure?

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From my associate Janice Giannini.

Every organization occasionally entertains whether the management structure is suitable or most effective.

Most research will suggest that many structures can work, whether your business is small and growing, mid-size and experiencing more significant miscommunication than usual, or a larger multi-faceted business with a changing market space. In addition, understanding where the company is going in 3 to 5 years, what’s working well, what isn’t, and how the market space affects your business are all worthy and necessary discussion topics as you entertain the management team structure.

I offer a slightly different point of view here. What if it’s not the structure, it’s the people? If this conversation is floating to the top of the stack right now, before the structure conversation, consider the people discussion.

First, there is the simple question: do you want a management team, or do you want/need a leadership team? The difference is significant. Effective leadership yields more sustainable outcomes for both the entity and its customers. However, every business needs to address that based on the company’s imperatives.

So, what about the people?

In today’s rapidly changing world, expectations of investors, clients, customers, and associates may dramatically change what you do, how you do it, and with whom. To what extent does the leadership team have access to or possess different perspectives? For example:

  • Neuro-diversity may be necessary. People who may not be the norm on these teams see challenges differently and solve problems differently, potentially leading to innovative ideas and solutions.
  • Inter-disciplinary teams may benefit from the blended expertise of people with different professional and academic backgrounds.
  • Distributed decision-making may be better and more timely as they are closer to the business. How much control is needed versus wanted?
  • Multi-generational teams offer insights across the spectrum. Today, there are at least four generations in the workplace. Can you leverage that reality as strength?
  • High emotional intelligence is critical today, given the hybrid nature of teams locally and globally.
  • For businesses operating internationally, it is no secret that different countries and cultures have significantly different laws, regulations, standards and cultural mores. A leadership team has to decide how their own company will operate when the “local” way of operating conflicts from their published values.

The world is changing around us. Businesses need to adapt quickly and, ideally, get ahead. Fielding the right combination of leadership talent within the leadership team structure is imperative to cast challenges as opportunities to lead from the front, not the rear.