When your behavior doesn’t match reality
In order for you to achieve both your short term and your long term business goals, you have to have a deep understanding of who you are as an organization. It’s imperative to have ambitions and to envision what you ultimately want your company to be and to look like, and it’s just as important to understand where you are currently and to act accordingly. Failure to understand the current reality or to have a false sense of self will make it much more challenging to get to where you want to be in the future. Here are a few examples.
Automating too much
If you count on customer service to be a key differentiator, ensure that you are giving your customers the individual attention they deserve. As you are growing your customer base, there might come a time when your team starts to think too much about scaling up, prematurely, and doesn’t focus on the personalized service they should be delivering. If you spend more time on automation than on actual service, reconsider your approach. Don’t automate yourself into indifference, but instead analyze how much personalized outreach and attention you want and should give each customer and find a way to make it happen.
Delegating too much or too little
As a manager, you may worry about delegation. Are you delegating too much? Too little? Once again, it comes down to critically assessing who and where you are as a company. This is particularly important when it comes to interacting with customers. As a company with several hundred enterprise customers, do you think upper level management should engage with individual customers? I do. But the threshold is, of course, different for each organization. The key is to act according to your reality and not your aspirations. Does your VP of Product need to be involved in certain levels of UX decisions, or would it make sense to empower team members to make the call? If it’s the latter, what do you need to do to make it so?
The “I shouldn’t have to” trap
Another example of potential incongruence between your reality and your thoughts can be found in the “I/We shouldn’t have to trap”. If you catch yourself thinking “I shouldn’t have to tell them to make calls”, “We shouldn’t have to tell them that this issue needs to be resolved immediately”, “I shouldn’t have to remind them how important response times are”, or “We shouldn’t have to postpone the release” (you get the picture), stop for a minute to re-think, because clearly, you have to right now. Instead of an internal eye roll, accept that you are not where you want to be, analyze the reasons for it, and identify the steps necessary to improve the areas that are causing you heartburn.
Misreading your culture
Your company culture can be one of your biggest, if not your biggest, assets. It’s how people feel after interacting with one of your team members. It’s where the company handbook leaves off and how people act when nobody’s watching. A great culture spawns a sense of pride, and rightfully so. It’s only natural to brush off things that aren’t quite perfect, or to overestimate or underestimate certain parts about your team. Your team may be such an integral part of you that you may be blind to certain shortcomings, but if you are, you don’t empower yourself to help them improve and become even more successful.
Being realistic about where you are and who you are is a necessary step towards moving towards your goals. Be sure to always take inventory, self-reflect, and make adjustments, not just when the results don’t match your expectations.
What about you? Can you think of situations in which not being brutally honest about your reality could adversely affect your company?