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ARTICLES
Bridging the talking/doing gap
It’s good to talk - but when does talking get in the way of doing?
Over the years I’ve worked in three organisations that talked a lot but did very little. They all had one the following challenges that they were trying to resolve:
Customers were dissatisfied with Quality and Service
Staff were constantly working against each other
Senior executives acknowledged that these challenges existed and Consultants were called in to suggest solutions. So much time was then spent talking about the solutions that the problems got bigger and one of the organisations went out of business, the other downsized by 40% and in the other, the high level of staff turnover and long term sick leave keeps profits low and leaves them vulnerable to the competition and hostile take-over bids.
Why do Managers let talk substitute for action?
I would say it’s because that is what they have been trained to do. Management today is all about team meetings and building consensus and the more a person says, the more valuable they appear to be.
Those who talk smart in meetings, using the latest buzz-words, certainly impress their colleagues - but what happens after the talking stops? The answer in the organisations I mentioned above: nothing!
They did not actually implement recommendations, or act on the insights that emerged in the conversations. Just think of the waste of time and money!
Organisations have to talk. Talk can be inspirational, but it must also result in action. After all, organisations cannot take words to the bank.
So how do successful organisations close the gap between talking and doing, and make sure something actually happens after it has been decided upon?
Bridging the Talking/Doing Gap
In some organisations, they will leap into a project before they are completely sure that it will work, learning as they go and ironing out problems as they occur.
Others implement strong measures which let people know what is expected of them . All frame questions with “how”, and not just “what”. “How are we going to make that happen?” - And then put strong mechanisms in place to ensure that actions are carried out.
At one American semiconductor company, when people commit to doing something by a certain date, that information is entered into the company’s computer. If they fail to meet the deadline, their computer won’t work! A bit drastic, but everyone delivers. Following up to make sure something actually happens after it has been decided on is not a very complicated idea but it rarely happens, except in successful organisations.
Speed is an essential for any organisation competing in today’s global market. MCI, the American telecommunications company, claims to be able to get new products on to the market within 60 days of the idea being formed. That is 9 or 10 times faster than their main rivals. “We run like mad and then we change direction” is a quote from their chairman, Bert Roberts.
Sure, they talk but their success in the market place proves that action speaks louder than words.
Copyright 2007 - Anne McDougall Innovate Through Training and Development
Anne McDougall
