If I summarize the article in a few words, the conclusion is too simple for words:
If people don't see each other, if people don't know each other, spreadsheets and KPIs take over. People then respond to the stimuli they receive through this route. They adjust their behavior accordingly; from an inward focus.
CAUSES OF COMPLEXITY
Am I missing the point when I say that we have seen this happen in many places in 2020 – even outside the financial world?
Hard work, often at a distance, with an inward focus. And that's not surprising. Take a look at 'job titles' and their influence on the whole within organizations.
– the Sales Manager – is busy managing sales.
– the Financial Manager – is busy managing the finance.
– the Logistics Manager - is busy managing logistics.
– the Production Manager - is busy managing production.
Do you see the picture?
It is as if people within their organization work very hard on their own square meter.
Before you know it, customers have become faceless and reduced to a customer number. Digitization is accelerating this process.
Let me be clear: we should be happy with the development of digitalization; it is simply good that it exists. After all, I wouldn't know how we would successfully get through the current COVID-19 period without digitalization.
However, there is a danger that should not be underestimated when people in B2B processes focus more on their own internal world. An increasingly inward-looking organization will emerge, with the highest aspiration being the short-term financial result.
'Because if our direct manager is happy and the shareholder is satisfied, then we can continue working in peace during these hectic times', or at least that's what we think.
WAKE-UP CALL
Fortunately, more and more people are discovering that we have 0% influence on trends. Just look at COVID worldwide, what direct influence did you have on that?
This same list includes - Centrally made decisions by customers about how their employees may maintain contact with suppliers - The current government measures. And then we haven't even talked about Brexit, Global Warming, the US elections... Let's continue?
Yet there is hope. You have 100% control over HOW you deal with a situation.
A frequently chosen option in 2020 was to take shelter - close the hatches and let the storm blow over until better times. To have a sense of 'hold on' and 'control' you saw the following actions:
- More focus on KPIs (key performance indicators)
- Strong focus on the short term, because we don't know whether we will still be there tomorrow. Moreover, in many companies there is no unwillingness not to look ahead. The increasing issues of the day are prevalent in many companies.
- People who keep their streets clean under the motto; 'If there is a reorganization, I will survive' - but in the meantime they lose sight of the bigger picture -
The consequence was that many DT and MT were forced to fall back into the more directive leadership style of 'command and control'. Making tough decisions, initiating actions to gain speed.
Understandable, but not always wise if a crisis lasts too long. If you restrict employees' autonomy, this will initially provoke resistance, then transition into a phase of dissatisfaction, followed by deep division within the group.
WHAT IF THE WORLD PERMANENTLY CHANGES?
In that case, it might well be wiser to ensure 'all hands on deck' as soon as possible. Keeping the ship upright on the rough sea by making optimal use of all available resources, involving and deploying all crew members with their talents.
So all of us and not just the captain and part of the crew.
Discovering the resilience the organization possesses and increasing it. Resilience arises when managers and colleagues reflect honestly, respectfully, and openly on results achieved, combined with the striving to elevate oneself and one's environment to a higher level.
And from there, help customers with their process.
Allow customers to experience the added value of your company and continue to maintain and even expand the relationship remotely. Processes run faster and more efficiently based on mutual trust, resulting in better utilization of resources and, consequently, cost control.
HOW DO YOU APPROACH THIS?
Consider the 5 tips below and supplement them with the thoughts of all employees.
-Form customer teams, consisting of people from different departments.
-Make sure that team members know each other well in order to use the right qualities.
-Visit customers together.
For now, of course, via TEAMS, ZOOM, or other digital channels so that the customer retains a name and a face. And vice versa, so that you, as a supplier, retain a face to your customers. Immerse yourself in what they do, what their plans are, and get to know them better.
Find out how you can actually help them. Ensure good reporting that is accessible to everyone involved, so that the state of affairs remains clear at all times and people can take proactive action and reinforce each other.
Connect an employee with a similar position to the one at the customer. Lines become shorter, mutual understanding grows, problems become challenges, 'me and the other' become 'the other and me' and then 'we together'.
In addition to telephone and often a lot of email traffic, let them also contact each other via TEAMS and ZOOM-like connections. Realize and accept that this approach takes time. The result will not be immediately visible.
Gaining trust takes time. That is why support from management and the MT is a must, get involved, 'walk the talk'! Want to know more or want to spar? We at Kenneth Smit are ready for you.