The weakest link
A highlight of my recent vacation to Costa Rica was a guided nature hike through the jungle of Manuel Antonio National Park. Danny, our guide, was dressed like Indiana Jones and armed with a long-range spotting scope mounted on a tripod. He guided our group of ten “turistas” on a four-hour hike through numerous trails, occasionally stopping to set up his tripod and point out the amazing wildlife, including monkeys, sloths, birds, iguanas, insects, and more.
Overall, the excursion in the jungle was enjoyable, but spoiled by one annoying dynamic in our group – the youngest couple in the group was lagging behind at every stop. Almost every time we restarted our journey down the trail after a stop, Danny would realize that he was two turistas short in his group. He’d then have to go back to the last spot and wrangle up the stragglers.
The young couple was typically taking pictures, or exploring side paths, while the rest of the group was waiting impatiently on the trail. The tour of the national park took longer than planned and we ultimately got caught in an afternoon storm while leaving the park. I was soaking wet when we arrived at the bus, and I wondered if our group would have avoided the storm if our laggards had kept up with the tour group throughout the morning.
In organizations I coach, it’s not uncommon to see similar situations: The team can only move as fast as the slowest or weakest link.
The drag on your organization could be a team member, a manager, an entire department, an equipment or a process.
The key to a fast-growth organization is to constantly identify what’s holding you back and create a plan to fix it. A quarterly planning meeting is an ideal place to address constraints slowing down your company.
Based on my coaching experience, here are the three most common issues that slow down organizations:
1. Ineffective internal communications
The number one issue restricting many organizations is poor internal communications. The problem can manifest itself in many ways, but it almost always starts at the top.
If the leadership team is incapable of communicating a clear vision on a consistent basis, it is impossible for the team to follow. Once the leadership team has a clear and consistent vision, the next communication breakdown typically has a regular rhythm for communicating amongst the team.
Organizations need a daily huddle that allows every team member a single channel to participate in sharing relevant updates about clients, obstacles, and accomplishments.
Another example of poor communications is when teams are incapable of participating in constructive debates, typically due to a lack of trust or a misunderstanding of individuals’ communication styles.
2. Disengaged team members
According to a recent survey by Gallup, only 13 percent of people working at companies today have any strong emotional commitment to work at their company. Some of these other 87% of team members are not just disengaged – they’re actively destroying the company from the inside.
The first way to address this problem is to have a structured and stringent hiring process, like TopGrading, to ensure that you only hire team members that fit your culture.
And second, your leadership team and managers must actively build a culture of accountability. Team members that regularly fail to meet their commitments must be trained or removed. I always remind my clients that the biggest thing holding back your top team members, the “A-players,” is the disengaged employees.
3. Poorly documented systems and processes
Early in my entrepreneurial journey I had the delusional belief that I could just hire good people, pay them well, and they would know what to do without any oversight or management.
And while you might get lucky every now again with hiring a unicorn, it’s not a scalable approach to building a high-performing team.
All organizations should identify their key processes and systems, document them thoroughly, and then consistently refine and improve them.
A related challenge is a company that’s not committed to continuous learning and development. The world and technology are rapidly changing, so don’t assume that the systems and processes that work today will be competitive tomorrow. As Edward Hess documented in his great book, “Learn or Die: Using Science to Build a Leading-Edge Learning Organization,” to survive in today’s world a company must become a high-performance learning organization.
If your company’s journey to the next destination is taking longer than expected, ask yourself, “What or who is slowing us down?”
This web platform for cannabis is blowing up online distribution
(BUSINESS NEWS) Dutchie, a website platform for cannabis companies, just octupled in value. Here’s what that means for the online growth of cannabis distribution.
The cannabis industry has, for the most part, blossomed in the past few years, managing to hit only a few major snags along the way. One of those snags is the issue of payment processing, an issue compounded by predominantly cash-only transactions. Dutchie, a Bend, Oregon company, has helped mitigate that issue—and it just raised a ton of money.
Technically, Dutchie is a jack-of-all-trades service that creates and hosts websites for dispensaries, tracks product, processes orders, keeps stock of revenue, and so much more. While it was valued at around $200 million as recently as summer of 2020, a round of series C funding currently puts the company at around $1.7 billion—approximately 8 times its worth a mere 8 months ago.
There are a few reasons behind Dutchie’s newfound momentum. For starters, the pandemic made cannabis products a lot more accessible—and desirable—in states in which the sale of cannabis is legal. The ensuing surge of customers and demand certainly didn’t hurt the platform, especially given that Dutchie is largely responsible for keeping things on track during some of the more chaotic months for dispensaries.
Several states in which the sale of cannabis was illegal also voted to legalize recreational use, giving Dutchie even more stomping ground than they had prior to the lockdown.
Dutchie also recently took on 2 separate companies and their associated employees, effectively doubling their current staff. The companies are Greenbits—a resource planning group—and Leaflogix, which is a point-of-sale platform. With these two additions to their compendium, Dutchie can operate as even more of an all-in-one suite, which absolutely contributes to its value as a company.
Ross Lipson, who is Dutchie’s co-founder and current CEO, is fairly dismissive of investment opportunities for the public at the moment, saying he instead prefers to stay “focused with what’s on our plate” for the time being. However, he also appears open to the possibility of going public via an acquisition company.
“We look at how this decision brings value to the dispensary and the customer,” says Lipson. “If it brings value, we’d embark on that decision.”
For now, Dutchie remains the ipso facto king of cannabis distribution and sales—and they don’t show any plans to slow down any time soon.
Ford adopts flexible working from home schedule for over 30k employees
(BUSINESS NEWS) Ford Motor Co. is allowing employees to continue working from home even after the pandemic winds down. Is this the beginning of a trend for auto companies?
The pandemic has greatly transformed our lives. For the most part, learning is being conducted online. At one point, interacting with others was pretty much non-existent. Working in the office shifted significantly to working remotely, and it seems like working from home might not go away anytime soon.
As things slowly get back to a new “normal”, will things change again? Well, one thing is sure. Working from home will be a permanent thing for some people as more companies opt to continue letting people work remotely.
And, the most recent company on the list to do this is Ford Motor Co. Even after the pandemic winds down, Ford will allow more than 30,000 employees already working from home to continue doing so.
Last week, the automaker giant announced its “flexible hybrid model” schedule to its staff. The new schedule is set to start in the summer, and employees can choose to work remotely and come into the office for tasks that require face-to-face collaborations, such as meetings and group projects.
How much time an employee spends in the office will depend on their responsibilities, and flexible remote hours will need to be approved by an employee’s manager.
“The nature of work drives whether or not you can adopt this model. There are certain jobs that are place-dependent — you need to be in the physical space to do the job,” David Dubensky, chairman and chief executive of Ford Land, told the Washington Post. “Having the flexibility to choose how you work is pretty powerful. … It’s up to the employee to have dialogue and discussion with their people leader to determine what works best.”
Ford’s decision to implement a remote-office work model has to do in part with an employee survey conducted in June 2020. Results from the survey showed that 95% of employees wanted a hybrid schedule. Some employees even reported feeling more productive when working from home.
Ford is the first auto company to allow employees to work from home indefinitely, but it might not be the only one. According to the Post, Toyota and General Motors are looking at flexible options of their own.
Unify your remote team with these important conversations
(BUSINESS NEWS) More than a happy hour, consider having these poignant conversations to bring your remote team together like never before.
Cultivating a team dynamic is difficult enough without everyone’s Zoom feed freezing halfway through “happy” hour. You may not be able to bond over margaritas these days, but there are a few conversations you can have to make your team feel more supported—and more comfortable with communicating.
According to Forbes, the first conversation to have pertains to individual productivity. Ask your employees, quite simply, what their productivity indicators are. Since you can’t rely on popping into the office to see who is working on a project and who is beating their Snake score, knowing how your employees quantify productivity is the next-best thing. This may lead to a conversation about what you want to see in return, which is always helpful for your employees to know.
Another thing to discuss with your employees regards communication. Determining which avenues of communication are appropriate, which ones should be reserved for emergencies, and which ones are completely off the table is key. For example, you might find that most employees are comfortable texting each other while you prefer Slack or email updates. Setting that boundary ahead of time and making it “office” policy will help prevent strain down the road.
Finally, checking in with your employees about their expectations is also important. If you can discuss the sticky issue of who deals with what, whose job responsibilities overlap, and what each person is predominantly responsible for, you’ll negate a lot of stress later. Knowing exactly which of your employees specialize in specific areas is good for you, and it’s good for the team as a whole.
With these 3 discussions out of the way, you can turn your focus to more nebulous concepts, the first of which pertains to hiring. Loop your employees in and ask them how they would hire new talent during this time; what aspects would they look for, and how would they discern between candidates without being able to meet in-person? It may seem like a trivial conversation, but having it will serve to unify further your team—so it’s worth your time.
The last crucial conversation, per Forbes, is simple: Ask your employees what they would prioritize if they became CEOs tomorrow. There’s a lot of latitude for goofy responses here, but you’ll hear some really valuable—and potentially gut-wrenching—feedback you wouldn’t usually receive. It never hurts to know what your staff prioritize as idealists.
Unifying your staff can be difficult, but if you start with these conversations, you’ll be well on your way to a strong team during these trying times.
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