You should know what your critical numbers are, and have a scoreboard that updates at least weekly that you transparently share with your team. The scoreboard may very well be on screens that can be seen by all team members at all times. Each person on the team knows their part of the scoreboard. You may also have a personal dashboard for each team member.
- There's been many songs written about rhythm, and there's a reason. We started life with a heartbeat, and it's the same for business. If you can put rhythm in your business, people can anticipate and predict what's going to happen. They can prepare for it. That might be rhythm when it comes to your communications, rhythm for reporting, rhythm for feedback, rhythm for programs. But rhythm allows people to prepare.
It's not just about the planning cycle, and how you have a rhythm about producing plans and reflecting on them. It's much more than that. So let's use communication as an example, setting up a rhythm of communication on your business. Years ago when I worked in corporate, I remember people used to lament, "I never what's going on around here." And I said, this is not going to happen in my business. I want people to know what their role is, and what their responsibility is, and whether they're getting it done.
Quite simply. Do they know what they're there to do? Did anybody notice? And do they go home feeling like a winner? And at that's core is communication. So the rhythm of communication was essential. First of all, everyone needed a one-on-one. One-on-one with their manager, their direct supervisor, somebody who would nurture them, challenge them to greatness. Then they need to be part of a team, and have regular team conversations about where they're up to on the plan.
And communication is a two-way street that's also for them to provide feedback or listening. If they're frontline, they're hearing so much more about the customer story than anybody in management. So from team meetings, there's also leadership meetings. Making sure that leaders are not only aligned, checking in on the plan, looking at those critical numbers, they're listening from their people and providing it back to the other leaders, and vice versa. So don't think about communication as a one-way push communication.
It's listening and responding. It is preparing and presenting. It is both ways. Then you want to get the whole business together in a all-hands. Maybe once a month that's what works for us. I like to also get my leaders off-site and working together. They say that the team that plays together stays together. So the leaders come to my home and cook the first Thursday night of every month. My kitchen is a flurry with our leaders as they prepare their own meal, and we eat together, and share the stories of the month.
They then take that back to their people. I'm not talking about the food. I'm saying that they also have a monthly celebration with their own teams. So if you get the communication rhythm right, it goes from the individual to the team to the leaders to the whole business, and then back again. It's just as important to have a rhythm with your customers, the listening posts, and how you learn from them. So whether you're cooking with your leaders or in a huddle, make sure people know why they're there.
It's only a rhythm if it is a rhythm. That means the reason you are doing this is to help people prepare and predict what's going to happen in the business. They know where they stand. They feel safe, and they feel a part of your business. Encourage them to say anything they need to say. It's an open and transparent way that we communicate in our business, and I encourage you to do the same.
- Finding your purpose
- Keeping the passion alive
- Setting the framework for success
- Ensuring that your people are aligned to your goals
- Setting your priorities
- Promoting your business effectively