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Horseback Riding or Riding on the Back of a Horse! As a young boy I wanted a horse. More than anything else in this world, I wanted a horse. In my fantasy world, I would be Roy Rogers on Trigger, a jockey aboard Man of War, or a pioneer driving a covered wagon on the Oregon Trail. I got my wish. (Watch what you pray for!) Suddenly my fantasy world ran head long into my new reality. My horse, Sham, was a beautiful animal. He was young, spirited, and IMPOSSIBLE TO RIDE. His first evening at the farm foreshadowed his style and our relationship. He went through a 1”X 12” board corral to visit with an old blind mare that roamed free. Later that week we attempted to curb his spirit by limiting his manhood. Watching this procedure hurt me but it did not calm Sham. In my dreams a horseback ride was the ideal way to spend an hour, an afternoon or even a day. It was to be the vehicle that I would use for adventures. This animal would take me places that I wanted to go – whether physically or in my own mind. The horse and my command of it would make me special. In reality it was much different. I never took Sham for a ride but often he took me on one. Each time I got on his back it was an adventure. I would be riding on the back of the horse but I did not control the process, speed, or result. I held on for dear life. I could fulfill my fantasies on his schedule not on mine. When he was bucking me off, I could see myself as a rodeo star. When he would fall and roll, I could pretend that I was a cowboy whose horse was shot out from under him. If he was running out of control pulling our buggy, my mind’s eye visualized robbers trying to catch us. When he attempted to scrape me off under a tree limb or the rafter of the barn, I imagined that the bad guy behind me had been hit by the obstacle that I just dodged. I had to create my adventures and fulfill my dreams based upon what, when, and how Sham was doing. I never could reverse the process. When my father, uncle, and friends attempted to “break” this animal, they met the same fate as me. Eventually we traded Sham for an older, slower, and less stately animal. At last, I owned a horse that I could ride – I was in control. I could take the horse where I wanted to go – not the other way around. As an adult I occasionally reflect on my youth and Sham. I remember the difference between going for a horseback ride and holding on for dear life while riding on the back of a horse. Today as I watch the leadership of established organizations (a.k.a. – bureaucracies) attempt to “reinvent” their companies for the changing world, I reflect on my youth. The reality of the vast majority of these well-intentioned, principled, disciplined leaders is that they have no more control over their organizations today than I did over Sham over 40 years ago. I held the reins and Sham went where he wanted. I yelled “whoa” and he kept running. He would run full speed and stop when he wanted to watch me fly over his head. He did what he wanted, when he wanted and how he wanted. Today these leaders hold the reins of their companies. They have a picture called an organizational chart proving their control of these reins. Unfortunately these reins don’t control the “animal” they ride. More often then not the organization takes them where it wants to go rather then the leader taking the organization where it needs to be. Most leaders realize that in the future the world will be different. Organizations of tomorrow must adapt to these changes. Now consumers are in charge – they are sophisticated and can shop from unlimited sources. Consumers don’t care about the organizations – they care about themselves and their own needs. Good leaders know what must be done! To survive and prosper in such an environment of change an organization must develop customer intimacy. The company must adapt to profitably deliver what customers want and need. It cannot maintain the status quo that worked in the past and expect to attract and retain a new customer base, with new needs, demands, and expectations. THE COMPANY MUST CHANGE. It was not easy for me to trade Sham. I loved that horse. I wanted to train him – to be able to manage his spirit, speed, and strength. Unfortunately I couldn’t. I finally had to get on a horse that would take me where I wanted to go. As the demands and speed of the marketplace continue to accelerate, organizational leaders are going to have to make similar decisions. They are going to have to train and motivate the members of their companies for the new or trade for new members. A leader doesn’t have the luxury of “holding on for dear life” while the organization runs out of control towards the status quo. A leader must build an organization that embraces change and the opportunities that change creates. (S)he must then find the company’s destination in the New World and hold the reins as the organization gallops into the future. The challenges of competition and change are so great that the leader must focus totally on the marketplace and not waste time and energy worrying about “sabotage” by the “horse”. Status quo advocates will attempt to throw you, scrape you off under a limb, or fall and roll. They will do anything and everything to meet their needs. Their needs and the needs of the customers are at odds. They want the old – consumers want the new (better, faster, simpler, and cheaper). Ride to the consumers. The challenge is to find, train, and feed a horse you can ride. The hazard is going full speed on a horse that doesn’t share your direction – your passion – YOUR FUTURE. The question is how? How does a leader determine if the “horse” (the members of your organization) is right for you and your needs? You probably have a horse you can ride if… 1. Your organizational chart includes customers. 2. You know the demographics and psychographics of your customer base. 3. Your employees think on their own. 4. The organization is based upon a spirit of trust. 5. All employees feel heard. 6. Standards are known, understood, and embraced. 7. Values are shared. 8. Everyone understands and is committed to the Mission and Vision. 9. Most decision making occurs at the problem – not in a Boardroom or meeting. 10. The “voice” of the customer is recognized, respected, and responded to. 11. Innovation is encouraged. 12. Performance is acknowledged and rewarded. 13. New sales are celebrated. 14. The loss of a customer is seen as a failure in the system. 15. Risk taking is an acknowledged good – a bad result is a learning experience.
You’re probably “holding on for dear life” if… 1. Your organizational chart when framed appears to be a Pyramid. 2. Your employees are most comfortable when told what to do. 3. Risk taking is not welcome - a bad result must be blamed on someone. 4. Customers can only be defined in general terms not in specific niches. 5. Customers are seen as an interruption of jobs not the reason for them. 6. Titles, office space, and head count are more important then results. 7. Attendance is more important than performance in determining pay scales. 8. Each new idea is evaluated as a “task” not an “opportunity”. 9. Attending meetings is the number one use of your time. 10. Process is used as a weapon to kill change and defend the status quo. 11. “The Devil is in the detail,” is a mantra in your organization. 12. Marketing types are ridiculed as flakes vs. valued as relationship managers. 13. You seek market feedback by asking questions internally vs. asking customers. 14. Your team thinks there’s something wrong with a customer that quits you. 15. New sales are worrisome because “we’re already too busy”. Enjoy the ride but WATCH OUT FOR THE TREE LIMB! © Square One Consulting (November 2001) |