Creating the time to innovate -- Part II

I wanted to expand on my earlier post on creating more time. As I inherit or join new teams, the first deep-dive I do is an analysis on what people are spending their time on. The goal is to identify what can be eliminated, automated, or delegated to provide us time to do more impactful work.

Eliminate
I often tell folks, "Some parts of your role will be eliminated." I can sense fear in their eyes when I say that, so I quickly follow up with, "The goal is to eliminate the items which are not value-added work, so you have time to do more exciting and creative work."

The reaction I tend to get is no longer fear, but excitement, followed by a, "How...?"

The how is easier than you think. I propose taking an inventory of the work the team is doing, and assessing each item for its value and impact on the organization as compared to how much time is spent doing the task. It may become apparent some things which take a lot of time are not worth the value it is providing.

As an example, one team member told me each month for the past 2 years he worked on producing a set of reports for a particular group. It took him 2 days to compile the reports manually. I challenged him to identify if the reports are even being used or are still needed by that group. As it turns out, the reports were not being looked at any longer. He stopped creating the reports, and got 24 business days back each year.

Automate
Some things cannot be eliminated. Automate them.

Here are just a few items you should consider automating:

• Repetitive or common tasks
• Mindless items -- not requiring much human skill
• Anything considered a standard change (and if it is not standard, make it standard so it can be automated!)

The point is to let the machines do the work for you, so the team can focus on things which require more critical thinking and creativity.

Delegate

Having a single person be the sole holder of knowledge in a particular area can create bottlenecks. It means they may get pulled into urgent issues or other areas to help because no one else can. This is a time killer. They must spread their knowledge and delegate to others. 

Delegating can also occur in the reporting example I gave above. If those reports were still being used, perhaps the report creator could have devised a way for his business partners to view the details on their own. In other words, they can view or pull the reports whenever they needed without asking my team for help. An effective delegation.

Why be a great leader?

Great leaders have a tremendously positive impact on organizations. Here are a few reasons why you need to invest in great leadership.

A players hire A players, B players hire C players
It takes one to know one: great talent knows how to hire other great talent. In addition, great leaders know hiring people smarter than them is a good thing, and are not uncomfortable in doing so. They focus on hiring based on how results were achieved, and less on the "what."

Not-so-great leaders tend to hire sub-par employees, at times preferring those who will take orders and simply just do the job they tell them to do.

Great talent stays with great leadership
The immediate supervisor is the single best variable which can predict how engaged an employee will be. The number one reason why people leave their job is due to them not liking their immediate manager. A great leader helps retain top talent.

Great leadership has a trickle-down effect
Studies have found the effectiveness of leadership diminishes across the organization from top to bottom. Other words, the senior leadership on average is more effective than middle management, and middle management is more effective than lower management.

The key here is what the authors of the book How to Be Exceptional: Drive Leadership Success By Magnifying Your Strengths call the "leadership ceiling." If senior management is only average, then middle and lower management will be below average and significantly sub-par, respectively. Therefore, it is crucial to have an exceptionally strong senior management team, because their effectiveness sets the bar for the other levels of management.

Great leadership drives business results
From the same book above, the authors site a large study demonstrating sales leaders receiving the highest 360-degree feedback had 6 times the sales revenue as compared to the teams being led by the lowest-rated leaders. Top leaders pull out the best in people.

The bad words

Certain phrases are considered curse words on my teams. They represent the opposite culture which I try to instill. We strive for continuous improvement and innovation. We cannot settle or become overly comfortable, because technology moves at the speed of light. We must always be learning and thinking ahead.

Here are a few of those:

"That's the way we've always done it..."
Or also, "We've done it this way for years." If you hear this often, it generally means your team is probably far behind high-performing teams. Getting complacent or not having a constant pulse on improvement will eventually make your team irrelevant.

"Legacy system"
Why does this legacy system still exist? It is likely that managing it is painful, it contains critical security holes, and only a few employees understand it. Removing or upgrading it will reap many positive benefits. Quantify those, demonstrate the value, and kill the legacy stuff!

"Temporary code"
There is nothing more permanent than temporary code. We spend a little bit more time up front to get things right and not have to pay the price three-fold in the future (when things may break or require additional efforts due to earlier "shortcuts").

"Manual work"
We believe in automating everything. We want to be doing deep work tasks, letting the machines handle the trivial stuff.

Changing culture and creating the time to innovate does not come overnight, but demonstrating small wins along the way helps to reinforce the desired behavior.