I am a naturally positive person. I like to start with the positive. I like to end on the positive. And I like to fill the middle with as much positive as I can. Yet, I don’t claim any responsiblity for my positivity. As Lady Gaga once said, Baby, I was born this way.
On Tuesday mornings I meet with my entire team at The Weaponry, the advertising and idea agency I launched in 2016. I share updates on our clients, people, and growth opportunities. We discuss our long-term vision for the organization and our progress towards that goal. And yes, it is a positive experience.
This Tuesday I gave an update on our latest developments. The headline was:
In the past 3 months we have added 8 new clients in 5 different states.
I walked through the new additions, gave an overview on what we are doing for each of them, and mentioned the people who had either helped us secure the business, or who were already working on the accounts.
After sharing the good news of the week I asked the team to keep looking for the peas under the mattress. I want to make this agency the perfect place to work, and the perfect partner for our clients. The only way you get to that point is by removing the elements that cause discomfort. I want to find the pain points and confusion. I want to know what is causing slowdowns and bottlenecks and head scratching.
Why So Negative?
It is easy to ignore your problems, especially when things are going well. But if we do, we won’t improve our machine. And if we don’t improve our processes, procedures, structure and people, we will never achieve the elusive goal of creating the perfect agency.
The Paradox. (Or is it a Pair of Docks?)
Admittedly, it is a little odd, especially for an optimistic, can-do, positive organization like The Weaponry to focus on the blemishes, weaknesses and flaws. But, Mama, that’s where the fun is.
One of the most enjoyable aspects of growth is eliminating weakness. By shoring up our weakest points the machine gets stronger and stronger. The entire team can feel it when a reoccurring problem goes a way. And when it does, we can then focus on the next issue up. There will always be a next issue up. But just as with technological advances and innovation, as challenges are solved, the new challenges that take their place are smaller and smaller issues.
If you really want to be great, don’t just acknowledge or admit your flaws. Seek them out. Root them out. Mark them in highlighter. Then develop a plan to eliminate them. We use the EOS Rocks system, as outlined in the book Traction by Gino Wickman to take on our issues, gain traction as an organization, and continue on our path of organizational improvement. We are not perfect. But we want to be. And we are committed to getting as close to the dream as we can.
*I’d love to know your thoughts on either of the following questions:
- Do you feel that your organization makes a priority of discovering and eliminating your organizational and operational flaws?
- Do you try to proactively identify flaws in yourself, your outlook, your processes, your knowledge or your procedures in a quest for self-improvement? Or, do you beat yourself up over your shortcomings?