Having A Spirit Of Excellence In Your Business

Generally, the number 1 reason for being in business is to get results. And, it's a unusual owner that doesn't want to have the best possible results. Ordinarily it's the best possible results that people want.

Most of the time the best results come from the easiest and straightforward techniques and methods. Nonetheless, I do like to read and reread all the business books in can find, explore new management ideas and techniques and discuss concepts with business and consulting gurus. Most of the time new ideas simply come and go. They don't seem to last. Basic fundamental and sound methods last, but new ideas don't seem to.

Tom Peters and his colleague Bob Waterman wrote a very famous book, In Search of Excellence” about 3 decades ago. This book is one of the few that I do read over and over again.

We will review some of the basic concepts contained in that book throughout the rest of this article.

The authors pointed out eight basic concepts, which they called attributes of management excellence in their book. Much later, in 2001, Peters remarked that another attribute should be added to the original eight.

Many people have a difficult time understanding what the authors meant. Perhaps this is because of their academic background or perhaps it's because languages change. Generally, business owners are not academics and don't understand academic language. All too often academics tend to speak over of everyone else.

To help out, I'll go through each of these 9 attributes and give my understanding Hopefully it will give you some ideas of what you should be doing in your business to produce excellence.

A Bias for Action.

Generally this is a wonderful approach. While thinking in planning and research are good things to do there not actions. They are not action and don't produce meaningful results.

A much more meaningful approach is to engage in a cycle of execute/correct/execute/correct/execute. Continuously repeat action oriented steps that are working. However, if what you're currently doing isn't producing the results you want stop it. Then, start doing something differently. Continuously operate that cycle. It's this action oriented behavior that will produce results.

Close to the Customer.

Perhaps Mr. Peters didn't say it well but this still is a good idea. From my point of view it means not to focus too hard on your products in your services. Discover often what the customer wants, find it, and give it to them. Your customers needs change over time and as they do change you'll need to change your services and your products.

Autonomy and Entrepreneurship.

You want to have a guiding set of values and principles while allowing the flexibility to experiment with new ground. Make certain that you encourage experimentation and you encourage and welcome exploration. Core values and mission statements form the guidelines for entrepreneurship, but should not limit it.

Productivity through People.

People are an asset and probably your most important asset. However, not every single person produces at the level you'd hope for. Generally, you want to be investing in the best of the people. This is where you'll get the most leverage. Avoid being the only one that can do something. That's a very restrictive way to run a business.

Hands-on, Value-driven.

Your focus should be on value not on controlling all the action. 1st, don't do it yourself. 2nd, make certain the value being produced is what you want. Remember, it's this value your customer wants. We covered this concept in the paragraph above.

Stick to the Knitting.

Most of the time you have just one or 2 products that produced most of the value. These are your cash producers. Spend your time on these Avoid getting distracted with the next hot deal or the next cool idea or the next management trend.

Simple Form, Lean Staff.

First KISS (keep it simple stupid). Always be on the lookout to reduce steps and to increase speed. It's generally the fast and not the big that win.

Next, make sure you have the best possible people around you. You'll be a get by with very few people if they are indeed the best. Then, you'll get more done with your human resources.

Simultaneous loose-tight Properties.

This is probably an odd way of saying something quite straightforward. Simply, the authors are talking about accountability from my point of view.

Capabilities conce
ing ideas, liberation and speed.

Well, this is another bit of confusing language. Simply, don't smother people by trying to control their actions too much.

Using contemporary language, here's the way I would rewrite the list.

Take goal directed action.
Satisfy your customers needs.
Invite mistakes and learn from them.
Higher and keep the best possible people.
Delegate and focus on value creation.
Focus on a few things.
Be fast.
Install a culture of accountability.
Verify results.

So, there you go. The same eight attributes simplified. Hopefully, you've enjoyed this article and found a few actionable items to take in the near future.