On Our Bookshelf: The Knowing-Doing Gap

Book: The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action

Author: Jeffrey Pfeffer and Robert I. Sutton

Summary: The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action is not just another strategy book about “what to do.” Pfeffer and Sutton convincingly argue that management already knows what to do. The gap that exists between “knowing” and “doing” actually resides within the unique culture of an organization. Yes, we are talking about execution.

You’ll love this book if: You are willing to take an honest appraisal of your organization’s culture, and the roles that fear vs. collaboration play in execution.

You’ll hate this book if: You are comfortable with building your business using a hierarchical management structure laced with fear.

Words of Wisdom:

Fear starts, or stops, at the top. It is unfortunate, but true, that a formal hierarchy give people at the top power to fire or harm the careers of people at lower levels … Organizations that are successful in turning knowledge into action are frequently characterized by leaders who inspire respect, affection, or admiration, but not fear.

Why we think this book is important: An environment of action, which values employee collaboration and cooperation, is far more likely to result in satisfied, motivated employees. People who feel good about their jobs - the impact of their work-related activities – create positive customer touchpoints along the way.

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Of Tribes and Touchpoints

Book: Tribes: We Need You To Lead Us

Author: Seth Godin

Summary: Tribes: We Need You to Lead Us explores the idea that humans have always joined tribes, and the Internet now makes tribe assembly easier than ever. The business application here is that by providing opportunities for your customers to engage with your product or service, while giving employees the freedom to accomplish amazing things, you potentially set up a platform for a conversation – even a tribe – to form around your organization.

You’ll love this book if: You are open to encouraging employees and customers to openly and passionately dialogue about your organization – and learning from this experience.

You’ll hate this book if: You are not interested in creating a customer experience worth talking about, and you think it’s OK for your employees to be bored with their jobs.

Words of Wisdom:

The business world has a long history of conservatives tribes, of groups of people who relish the status quo. The big news is that this has changes. People yearn for change, they relish being part of a movement, and they talk about things that are remarkable, not boring.

Why we think this book is important: Engaged employees translate into engaged (and profitable) customers.

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Tribes: We Need You to Lead Us is another scrumptious Seth Godin nugget, easily consumed in one sitting (or curl-up). In tribe-driven world, anyone can be a leader and thanks to the Internet, it is easier than ever for tribes to assemble.

So what is a “tribe”?

A clear definition of tribe is right there on the inside flap of the book jacket. So clear, so compelling – you are practically dared not to open the book and learn more.

A tribe is any group of people, large or small, who are connected to one another, a leader, and an idea. For millions of years, humans have joined tribes, be they religious, ethnic, political, or even musical (think of the Deadheads).

What does this idea of a tribe have to do with business?

Um, everything.

You see, your customers are bored. They’re not listening to you. Why should they? If you’re like most organizations, you’re more interested in maintaining the same old, same old than creating something exceptional – something your customers will want to talk about.

Something that will compel your customers to form a tribe around your product or service.

The business world has a long history of conservative tribes, of groups of people who relish the status quo. The big news is that this has changed. People yearn for change, they relish being part of a movement, and they talk about things that remarkable, not boring.

And guess what – if your employees are bored, your customers are bored, too.

How sheepwalking damages the customer relationship lifecycle

Godin defines sheepwalking as

The outcome of hiring people who have been raised to be obedient and giving them brain-dead jobs and enough fear to keep them in line.

If it is common knowledge these days that engaged employees translate into engaged (and profitable) customers, why do organizations continue the practice of sheepwalking?

And many organizations go out of their way to hire people who color inside the lines, who demonstrate consistency and compliance. And then these organizations give these people jobs where they are managed via fear. Which leads to sheepwalking (“I might get fired!”).

Here is what it’s like for your customers when sheepwalking and touchpoints collide:

• That’s not my job
• I’m off work in 5 minutes; you’ll have to call back tomorrow
• I can’t go out of my way to help you without my boss’s permission

OK, you get it. But what are you going to do about it?

When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses watch and shake their heads, certain that this is an exception and that it is way too risky for their industry or their customer base.

Which tribe are you leading?

As you consider the relationship of your employees, your customers and the touchpoints along the customer relationship lifecycle, stop and ask yourself: “Do I want to continue as a leader of sheepwalking or do I want to lead the way for my company to do something remarkable?”

Leading a tribe? Share your experience with us – we’d love to hear from you!

Bridging the Strategy Gap: Getting to Execution

I’ve heard executives talk about the importance strategic planning is given within an organization, and I’ve seen much of the impressive output from expensive consultants.

And while it’s easy to bash these 100-plus page PowerPoint “paper bricks” that often end up gathering dust when some other consulting firm produces them, my tune changes pretty quickly when it’s our recommendations sitting neglected on the shelf.

The fact is, great strategy – whether brand, marketing or business management oriented (in our case, often all three) – can only succeed if it’s actually implemented. When something goes wrong or nothing happens, it can leave the organization unchanged or (even worse) only partway through a critical process.

A recent engagement with a growing financial services firm drove this point home … again. Where does it go wrong? While we see our job as the planners and champions of change, it takes internal leadership and motivation to drive it. Great leadership is about implementing change as well as developing the strategies to create change. You can’t have one without the other.

But not all leaders are naturally equipped, or empowered, to deal with the challenges that this role will throw at them. Whatever their “official” role (whether you’re leading from the top or the middle), leaders need to be able to drive strategic change in their organizations, and motivate others to join them.

I’m thinking we need to add a role to our toolbox: just call me Coach!