More recently, the Nats won the World Series for the first time in franchise history. The Washington Mystics made history this year by winning their first WNBA title. The Capitals won the Stanley Cup in 2018. Peters is “Captain Obvious,” the unofficial mascot that’s a regular appearance at Washington Nationals and Capitals games. Most local fans might not recognize Peters by name alone, but a single glance at his bushy beard and all-white captain’s outfit easily gives away his identity. sports fan, but for Ted Peters, it’s been a continuous pleasure. But good for the client? Maybe not.Įmbracing obvious issues and nailing them, getting them right before becoming distracted could well serve as the foundation for new initiatives and sustainable success.Whoops! There was an error and we couldn't process your subscription. He looked at me and asked, “Which message do you think the partner wanted to hear?” The answer to that question is obvious. ![]() The partner then stopped and paused dramatically. Instead of solving the problem and ending the project, work had continued and would go on for another two or three months. This consultant talks for ten minutes describing how the initial issue they were working on was much more complex. The second consultant enters to discuss a different client. One consultant excitedly tells the partner (who is responsible for revenue generation) that while he was away, his client’s concerns were addressed, the client loved the solution, and the project ended. When he comes back two young consultants are outside his office waiting to update him on their separate projects. A consulting partner goes off on vacation. A senior consultant at a MAJOR firm once told me the following tale. I am repeating a story I have used before, but it remains relevant. These groups act based on sincere concerns and, maybe, self-preservation.Ĭonsultants and others thrive on obfuscating the obvious. Groups like HR, Marketing, IT can complexify what others might say are obvious choices. It is much easier to equivocate and placate than it is to make decisions that change an organization. Many of the above issues require crossing across organizational lines and making decisions that will raise the ire and defensiveness of internal groups.ĭealing with the obvious requires decision making and leadership. Why do banks fail to button down issues related to obvious areas and instead launch off into initiatives that, while important, will have limited success unless the obvious has been settled. Instead, executives pursuit AI, or digitalization, or crypto, or dozens of other shiny new pennies. In some cases, the obvious has been abandoned. But isn’t each one fairly obvious? Yes, but that does not mean that banks pay attention to these topics or, even less, excel at them. If any company managed these nine areas with focus, success would follow. Avoiding fads, the shiny new pennies that seem to captivate many executives and cause them to shift focus to new areas rather than ensuring effective implementation of initiatives already underway Getting your workers back into the office to improve communication and cultureĦ. Making sure the customer (rather than internal groups) view customer service as excellentĥ. Compensating staff as a competitive advantageĤ. Last week’s newsletter, loftily titled “ The Keys to Success” listed six areas that we think banks need to assess and improve if they are to succeed:Ģ. ![]() ![]() ![]() As a New York Times article noted, “Everything he says is self-evident.” There is a lot to be said for stressing the obvious. You have probably all seen the commercials featuring Captain Obvious. Follow on LinkedIn | Printer-friendly version (PDF)
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |