Why it is so positive to focus on the negative.

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.

Team Meetings

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.

The Good

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.

The Bad

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.

Key Takeaway

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:

  1. Do you feel that your organization makes a priority of discovering and eliminating your organizational and operational flaws?
  2. 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?
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What we can all learn from the Best Picture snafu at the Oscars.

When I woke up Monday morning my iPhone was practically on fire. It was glowing and crackling with texts, tweets and push notes. The world was dying to tell me about the disaster at the Oscars. The wrong movie had been announced as Best Picture. OMG!  Hollywood had been embarrassed on national TV! Those poor, wealthy celebrities…

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I couldn’t wait to see the clip. (You can see the whole thing by clicking here. You’re welcome.)

It did not disappoint. The seven minutes of crazy was even better than I could have imagined. It was a train wreck. I squirmed through Warren Beatty’s confusion. I cringed through Faye Dunaway’s quick scan of the card. I felt terrible for La La Land’s la-cast and la-crew celebrating, and thanking, and feeling honored, before having their pants pulled down on stage in front of the world.

I felt even worse for the Moonlighters, who couldn’t really celebrate. After all, they just lost. Now, they didn’t know if they were coming on stage just to have their pants pulled down, before being forced to hand their hand-me-down awards to Manchester By The Sea. I watched it all several times. I will remember those seven minutes of award show infamy longer than I will remember the movies.  

What we can learn.

However, it is important that we take away more from this than the uncomfortable entertainment. Following the debacle I heard many people exclaim, “Someone should get fired over that mistake!”  Let’s think bigger.

We now know that the presenter, Warren Beatty, was handed the wrong envelope by a Price Waterhouse Cooper accountant. PWC has done this for 83 years. Which means a new gremlin was introduced that exposed a flaw in their process. As the founder of the ad agency The Weaponry, I see Envelopegate as a welcomed reminder that we should all use our mistakes to help improve our processes. Not to punish the mistakers.

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In the book, The Checklist Manifesto: How to Get Things Right (yes, I really read a book about checklists) Atul Gawande, a renowned surgeon, champions checklists as a way to ensure processes are implemented that help save lives in hospitals. He also cites checklists for having done more to prevent airplane crashes than any other innovation. If a checklist helps save lives in hospitals and on aircraft, certainly a checklist could be used to help save some unfortunate moments at The Weaponry and in Hollywood. And probably when you leave a restroom.

Simple Solution

A simple checklist used by the PWC accountants backstage, and the award presenters, would have prevented the mistake.

  1. Ask presenter what award they are announcing.
  2. Check run of show list to make sure the award they are scheduled to present matches answer.
  3. Read the award category written on announcement envelope aloud to make sure it matches before handing it to the presenter.
  4. Make presenter read the category on the announcement envelope aloud to make sure it matches before allowing them on stage.

Boom. Done. Bonnie and Clyde get away.

A Story

Once upon a time I was shooting a TV commercial in Indianapolis for Donatos pizza. When we arrived at the production company’s office for the wardrobe fitting, I was shocked to see the wrong actress there, trying on clothes. After a quick and panicked huddle we understood what had happened. It seemed that once the client signed off on our talent choices for the commercials, a message was relayed to the production house that we would be using all of our first choice talent. So the production company called, and hired, all the first choice talent. However, the first choices were not the same on both the agency’s list and the production company’s list. Yikes!

That afternoon, the production company made magic. They tracked down the actress who should have played the lead, and got her on a flight that night from Iowa City (which is where you go when you don’t think you got the lead in a pizza commercial) to Indianapolis. The next day we shot the commercial and it turned out great. More importantly, we improved our process. After that, my teams have always confirmed the talent choices by name, not first choice or backup.

What you can do now.

Today, I encourage you to watch the clip from the show again. Because it reminds us that mistakes happen. Mistakes are great at indicating flaws in our systems and processes. If we respond correctly, we come out stronger, with a better way of doing things and a lower chance of that same mistake happening again.

Through better processes we can save more lives, we can avoid plane crashes and we can prevent a lot of embarrassment. Getting angry doesn’t prevent a mistake from happening again. Getting better does. There is no need to fire anyone. I think we can all agree that the person responsible for the Best Picture goof will never, ever make that mistake again. Just as Steve Bartman will never again interfere with a fly ball.

If you have a process improvement story spurred by a mistake please share it in the comment section. You may help others avoid the same mistake. Or maybe you’ll just make us laugh. I’ll take either.