Category Archives: Fitness

Not a Choice

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“How do you make competence necessary?” Naomi asked.

“If you make competence a choice, it is no longer necessary,” I replied. “Competence is a practice. We get better, not because we choose to get better. We get better through practice. It’s the habits we choose, those routine grooved behaviors that determine our competence.”

“I get it,” Naomi nodded. “But I am still stuck.”

“In what ways could your team become more competent? What could they practice? Let’s take something simple. What time does your team get started in the morning?”

Naomi smiled because she already knew where I was headed. “We’re supposed to start at 8 o’clock, but you know, anytime between 8 o’clock and 8:15, and that usually involves coffee and a little joking around.”

“Joking around is good. If we’re not having a bit of fun, what’s the point? As a manager, do you want your team to become more competent at showing up to work?”

“Yes, but that seems a little silly, becoming more competent at showing up to work,” Naomi was still smiling.

“I agree, so let’s shift our focus, from showing up to starting on time. As a manager, do you want your team to become more competent at starting on time?”

“That sounds like a higher goal than just showing up,” Naomi agreed.

“Now, let’s pin starting on time to finishing on time,” I pressed.

“You mean, like meeting deadlines,” she connected. “Yes, as a manager, I want my team to become more competent at meeting deadlines.”

“So, what is the practice, what are the habits required for meeting deadlines?”

“You meet deadlines by starting on time,” Naomi settled.

Being Early

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Habits can be a double-edged sword. That routine grooved behavior is a shortcut to apply a known solution over and over. But, things change and a known solution to one problem may not fit another problem. Because it worked before and then again, it is easy to misapply a routine grooved behavior to a new problem that doesn’t fit.

If we are looking for unconventional results, applying a known solution, even when it works, may only yield conventional results, same as last time. Always ask what changed.

Some habits avoid the trap. The habit of showing up early rarely has a downside. Showing up early allows for a time of calm before the beginning, to think, mentally rehearse and settle the nerves. Showing up early is a discipline, a habit that is a way of being.

When you find yourself doing something over and over, examine your purpose and your intended outcome to determine if it’s a habit that helps or a habit that is just expedient. Or it could be a habit that always contributes, like being early.

Mediocre vs Extraordinary Results

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“I think the Board will like this plan,” Kylie said. “It’s a variation on the plan from last year. I upped the percentage increase in sales, added some resources. I think it will get support.”

“Why do you think it will get support?” I asked.

“Well, it’s similar to last year’s plan, and I got unanimous support for last year’s plan, so I expect the same support for this year’s plan,” Kylie replied.

“So, no one is going to challenge it? You like it because this thinking got support last year, including you, and it’s the same Board, who won’t push back because it fits the narrative, the same story. Your plan assumes nothing has changed. How could someone object to something similar that they did not object to last year?”

Kylie shifted uncomfortably in her chair. “Look, I need to present something that will get approved without a lot of resistance.”

“It’s the same plan with the same thinking that got mediocre success this past year. If you keep thinking the same way, you are going to get the same results. If you want extraordinary results, you have to think in a new way.”

You Decide

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“You decide,” I said. “You decide what you want to improve on.”

The class had just completed a survey, looking at strengths and weaknesses.

“You decide, if you would like to focus on and improve an area of weakness. Or you may decide to focus on and improve an area of strength.

“Correcting a weakness only creates a mediocre performance. Building on a strength creates mastery. You decide what you want to improve upon.”

Digging Deeper

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I was on Henrik’s wheel. We had eight miles to go with 43 miles behind us. I was thinking, as long as Henrik kept this pace, I could hang on. If he went faster, I was toast. One thing was certain. I could not handle another shift on the front. My legs were rubber.

Henrik pulled to the left, sat up and looked over. No way, I said to myself. I can’t. Henrik just stared at me. I stood on my pedals and dug in, pulling ahead. Henrik fell in behind allowing me to block the wind for the next stretch of road.

Sometimes I ride by myself, but I never get the workout, I never get the push unless I ride with someone else. Left to our own devices, we coast when it’s convenient, dog the hill with some justification about the heat or the wind.

Push me and I will go faster, challenge me and I will find that bit of energy left that I did not know I had.

Everyone needs a coach.
—–
TDF ends on Sunday.

Your Brand Promise

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“We decided to hire a new marketing firm,” Reggie announced.

“Marketing is important,” I replied. “It’s important for creating new leads, prospective customers and for telling your existing customer about other offerings they may find useful. But, is that enough?”

“What do you mean?” Reggie asked.

“Just because you talk about your competitive advantage doesn’t mean you are any good at it,” I replied. “It’s not enough to make an announcement. You also have to operationalize. Your brand promise is just a promise unless you keep it.”

What’s Local Anymore?

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“So, it’s important to be Number One or Number Two in our market. I get that. Third or Fourth place just creates a target. Can we use geography to narrow our market definition? I mean, as a local supplier, we have an advantage. We can honestly say that we are Number One in our local market,” Gene explained.

“Yes, if your market is truly a local market. But, Gene, I gotta tell you, I have seen some trucks rolling around town from a new competitor I haven’t seen before,” I replied.

“Yeah, I know who they are. Their headquarters are on the other side of the state. They don’t do any local advertising. I think they are depending on the internet to get their leads. They show up pretty heavy in search engines. But, still, they’re from out of town.”

“Gene, I visited their yard. They don’t have an office, but they have six trucks in your local market.”

Living Off the Crumbs

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“Yes, we have a couple of competitors, big competitors, but they pretty much leave us alone. We’re much too small in the market to be more than a thorn in their side,” Gene explained.

“So, as the overall market contracts and the Top Competitors‘ revenues get pinched, where do you think they will go, to hold on to market share,” I asked.

“Well, we always hope they will fight with each other,” Gene continued.

“Why would the Top Competitor in the market fight with Number Two when they can just come in and take out Number Four or Number Five?”

Gene sat up in his chair, suddenly uncomfortable. “Well, Number Four would be us. And they have always left us alone. After all, we just pick up the crumbs that fall off of their cake. Why would the Top Dog want to come after us?”

“Why would the Top Competitor want to spend a lot of money, energy and resources fighting with Number Two, when they can take your customers without a whimper?” I asked again.

I could see Gene’s eyes tracing this chess game in his mind. “Look, Gene,” I continued. “In any market, when times are good, it’s easy to be Number Four, living off the crumbs. But, when the market gets tight, the only place to be is Number One or Number Two. Number Three and Number Four will have their heads handed to them.”

Undergrowth

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“It’s strange,” Byron said. “A couple of years ago, we were on top of the world. We were the industry leader, now, with COVID and supply chain issues, things are tightening. You just never know.”

“So, this was not predictable?” I asked.

“No, our growth curves just showed, no turning back. I mean, it wasn’t hockey stick growth, but continued growth just the same. We just didn’t think we would ever have to pull in our horns.”

“So, Byron, what’s the purpose for a forest fire?”

“What do you mean? How can a forest fire have a purpose?”

“From an ecological sense?”

Byron thought for a minute. “I have heard that when a forest becomes choked with undergrowth, a fire can clear it out. Though it appears devastating, that’s what brings on new growth.”

“What could that tell us about business cycles?” I probed.
“Sometimes the market gets overgrown and has to be cleared out?” Byron tested.

“Yes, in fact, if you look at macro economic climates, you will see very distinct cycles. Occasionally, there has to be a clearing of the undergrowth. So, what if you looked at your own internal business cycles, within your own company. What do you now see?”

Byron pondered. “I see that, as we grew, some of the things we created weren’t good for the long term health of the company. They seemed like a good idea at the time, but, perhaps, we were just creating undergrowth.”

We Didn’t Have to Wait

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Many people see 2020 as a year to (un)remember. Lives disrupted.

A new year is upon us, and with it, a new outlook. Is it a New Year’s resolution? Is it the promise of the vaccine(s)? Is it new habits that help us cope?

We didn’t have to wait. A new outlook can be adopted on any day. It’s a shift. Most people don’t shift until they have to, until they are pushed to. But, the shift isn’t required. The shift is a choice.