Place High Value On The Small Stuff - It's Key To Success

Small stuff needs to be celebrated. How often have you been to a meeting, been involved in a project, attended a convention or a gathering where things clicked – where it became apparent that there had been a great deal of planning and attention to detail – and the overall effect was terrific. The small stuff got the attention it needed to ensure success.

Think about kaizen – the Japanese philosophy of “continuous improvement.” It has had a huge positive impact on productivity and profitability – but it depends on a lot of what some would call “small stuff” for its success.

As a point of information, “small stuff” was originally a nautical term used to describe cordage – usually of less than an inch in diameter – the small stuff as opposed to the larger diameter rope used as standing and running rigging, and mooring and anchor and towing ropes. It didn't mean small stuff was unimportant – small diameter rope has a thousand critical and decorative uses aboard every boat and ship.

The problem with the term “small stuff” is that it sounds so dismissive, as if whatever has earned that description doesn't really matter. And the problem is that it does matter – a lot - and dismissing it can have a negative effect on outcomes.

Outside the nautical world, small stuff isn't that easy to define. One person's small stuff is big stuff to someone else.

I worked with a manufacturing firm – 1000 employees and about $100 million in annual sales - that was looking for savings from operations to help boost profit without capital investment. Project teams were established and tasked with finding real dollar savings within the operation – savings that could be sustained and would have a positive impact on the business. At the first status meeting to review progress, the teams were excited about providing feedback on their results. The first team presented its first finding – a reduction in cost of $25,000 that could be implemented quickly and with no capital investment. The CFO, who was new to the organization and its culture, made it very clear that he considered $25,000 “small stuff” - he was looking for the really “big dog” savings. The effect of his response was to take all the air out of the teams – the savings the teams had identified were all of a similar size, and after his reaction they backed away from presenting them. They didn't want to be embarrassed or dismissed for their lack of scale. In fact the teams had identified an aggregate of $500,000 in savings that could be achieved. quickly and with little out of pocket cost. While the CFO kept looking for the big dogs, the little dogs didn't get done.

Nobody likes being told that what they have accomplished is “small stuff.” Dismissive words or gestures that challenge the value and importance of work are extraordinarily destructive.

The CFO in this situation realized his mistake and adjusted his own approach to fit the culture he found himself in. He experienced a valuable lesson from his first reaction – a reaction of disappointment. But he recovered, inventoried his own beliefs, adapted to the beliefs of his new organization, and got back on track .

It took awhile, but the project teams recovered their commitment and pressed on and the cost savings actions were accomplished. They were a major contributor to the success of the business.

The CFO found out that successful organizations, like the one he was now with, have a number of shared beliefs that result in the commitment and engagement of their people. Here are four of the top beliefs:

1 - They believe all work being done is necessary and important to the success of the enterprise – there is no “small stuff” in the negative sense.
2 - They believe goals are the linkage that binds work together and aligns it with the important few objectives of the enterprise
3 - They believe clearly stated goals provide the direction needed for the most important work to be done first
4 - They believe goals provide the structure for people to know they are part of a worthy enterprise; that they are contributing to the enterprise; and that they can receive recognition through goal accomplishment.

To increase your own engagement and commitment, and that of the people you work with, take inventory of your own beliefs and behaviors and those of your organization. Compare them to the four beliefs listed. If you hear “small stuff” in your vocabulary or the vocabulary of others, make sure its used as a positive descriptor. Then celebrate and recognize those positive "small stuff" contributions. It may not seem like a big shift, but big shifts – of all kinds – come from the cumulative effect of small shifts – what some may call “small stuff.” That's how positive, effective, long lasting change occurs.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph & Fax: 602-795-4100; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

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