There is a fundamental problem in businesses today that is absolutely crippling organizations of all shapes and sizes. What is that problem, you ask? It is simply the failure to address critical business problems in a timely and strategic fashion. Most either continue on as if the problem isn’t there, or as we call it “whistling past the graveyard”, or make snap decisions without truly understanding the issue at hand. Sure, it is an over-generalized statement, but it is not far off from the truth of what is happening daily in business. Just look at the retail and restaurant industries, for example. Businesses that have been around for decades, once pillars of industry, are crumbling around us daily. But why? They blame Amazon or millennials, but it ultimately comes down to the fact that these organizations are ignoring critical issues at hand and continuing with their own agendas with the belief they know what is best.
Organizations need to learn how to stop turning blind eyes to these fundamental business model problems while resisting the urge to make snap decisions. Instead, when a critical failure is identified, we suggest something that that is drastically different: stopping everything dead in its tracks. Stopping the process is not an entirely new concept as large manufacturers have emergency production line stops at every station. This allows anyone in the production line (not just management) that spots an issue to immediately stop the production line in its tracks. This then allows the manufacturer to properly analyze an issue and take critical actions preventing large amounts of products to be discarded due to defect, or worse, a defective product making its way to customers. It costs time and money to shut down large production lines, but some manufacturers recognize that quality products and happy customers are more important than the minimal amount of money lost to the down time.
In business, we need to have very similar approaches. Instead of ignoring issues or making snap decisions without analyzing the situation, allow anyone to bring up critical issues and “stop” the process if the situation permits. Then take the real needed time to truly understand the issue at hand and create a strategic approach to a solution. As an example, we look back to one organization we worked with that happened to have quarter over quarter growth, until they didn’t. Quarter over quarter success was met with declining numbers that were starting to add up to significant losses. At this point in time where most organizations would have put increased pressure on the sales and marketing team to increase their numbers, we did the opposite. We stopped business completely for a few days to understand what the real root cause of the problem was, and we worked to identify solutions. It was found that just before the change in growth direction, this organization had made a number of key leadership new-hires that happened to make seemingly small changes within their teams—changes that had drastic downstream effects. The effect was so significant downstream that it was throwing off the rhythm of production and other organization items. Once we identified the issues at hand, it was easier to create a new strategy for success moving forward and leading to a faster increase of revenue and production once again. Stopping the business at that time was a difficult decision to make, and some disagreed with the decision. However, it allowed the organization to spot the issue and pivot quickly with a new strategy. Ultimately they could have struggled along, pushing harder on sales and marketing for more activity; this could have possibly increased sales slightly, but they would have never addressed the real issue and continued to struggle long-term,
When something is going wrong, think of your business like a manufacturing plant that is continuously churning out bad product. The longer it takes to address an issue, the longer your plant will continue to churn out bad product which will lead to disappointed customers and loss of business money. Stopping a business or a process in its tracks to make adjustments is a very difficult decision to make, but thinking of how much bad product a company is producing should help put into perspective on how stopping process is actually beneficial to the business. History has proven that making snap decisions or turning blind eyes to issues almost never works out—just look at what is happening to the retail and restaurant industries.