NAPLES — To implement effective change, first answer for yourself the why, then implement the how.
“Why is a very good question. We all need our own list of whys. Why put it all on the line? Why compete? Why get up in the morning?” said G.B Outlaw of G.B. Outlaw & Associates during his keynote address at the Sherwin-Williams Automotive Finishes Vision Group Conference in Naples, Fla., Dec. 10-12.
Implementing effective change extends beyond just the “why” to the why not? “Why not see how much you can learn, how much you can earn, how many processes you can improve?” Outlaw says. “And why not you? If you know why you need to learn new technology, develop a performance driven culture, why not you?”
Lastly, he encouraged attendees to ask themselves, “Why not now? There has never been the right time. Why not see how much farther you can take your organization?” he said.
Improving business success starts with being on P.A.C.E — purpose, awareness, clarity and empowerment.
Have an effective purpose for your business, whether it be to improve customer service, boost margins, profitability. Spread awareness to your teammates on this purpose and what you are going to do to get there. Be clear about business expectations, and give your staff the tools they need to empower change.
Team focus
Building an exceptional organization has many layers. First, Outlaw suggests treating your team satisfaction with the same focus dedicated to customer service.
"We put a lot of emphasis on the external customer. But what if in our process sequence we jump through hoops for one another? What if we look at each other internally as customers?” he says. He proposes the following equation be taught in the shop: team service index = customer service index = return on investment = $$
Trust
The shop also needs to thrive on trust. When we get complacent and fail to communicate, emotions can run high and trust can decrease as performance and profitability are not meeting expectations. Teammates need to take small steps to build trust among themselves. Outlaw encourages asking, “What can I do to make your day better?” Work to do what is asked — make and follow through on commitments and take steps to improve performance. Slowly build trust and reduce emotionally volatility in relationships for overall team improvement and profitability.
Inspire
Shop owners and managers need to inspire and motivate. Every employee has a combination of attitude and behavior. Attitude is what you see. As a leader, it is your job to engage your employees and find out how to individually motivate and inspire them to do their best work for you.
Behavior is what you can measure and is driven by your skills and ability. Your attitude and behavior directly affect your habits, thoughts and choices; therefore, they can determine success or failure at both the shop level and in life. Owners need to speak to the heart of their employees by finding out what is important in their life. They must then implement a process that they will buy into. For example, if an employee has children that he or she wants to send to college, demanding change or improvement from their department may be better received if you correlate the change to an improvement in department profits, therefore having a positive impact on job stability and wages.
Defining core values
Employees need a clear understanding of the shop’s core values so they can prioritize, recognize what is expected of them and act appropriately. Once you establish core values, you must define them so they are clearly understood by staff. Post them in your shop, mention them consistently when discussion processes and in team meetings and ensure they are staples in how you organize your business
“To work hard and not smart is defective. This is what we need all of our team members to do. Make sure your people understand the purpose of their job and what they are doing it for, and make sure they have the training they need,” Outlaw says.
Start with you
But change must work from the inside out. So rather than focusing on your team, building trust, inspiring and defining core values, you need to first start with yourself.
A child will hear, “No, you can’t,” 184,000 times from birth to 18 years old, Outlaw says. “If they keep hearing that, will they start believing that? Will they start achieving that?” he says. “So how can we change this? It starts with you. When you are ready, whatever your mind can conceive and believe, your mind can achieve.”
