How many businesses and business leaders talk in terms of delivering best practice?
These musings are just my thoughts on the matter and I don’t profess to being an expert in best practice, however, I do struggle with why best practice is accepted.
If best practice exists then surely the creative juices have stopped flowing and the people responsible for delivery have stopped trying, isn’t that worst practice? To keep doing the same thing and expecting a different outcome?
Wow, here’s a can of proverbial worms being opened!
Best practice and challenging it may take a great deal of courage, if someone more senior than you in the organisation seemingly knows best practice then you must know you’re on solid ground before challenging it. A career limiting attempt may not be your best move, however, by diplomatically engineering the concept or the idea about how something could be done better or differently should be welcomed.
“Courage can be learned. When bomb disposal experts were interviewed on whether they were selected because of their extraordinary courage, the results were clear. Ordinary people, once they gain the technical knowledge, skills, and competence in understanding how to disarm bombs, have little to fear of them. They are courageous in situations which would cause others great fear. Their fear is dissipated as a result of becoming competent.” – Peter Lowe, in Take Action
It takes courage for a business leader to welcome and embrace disruption and to give air time to the disruptors, to encourage innovation and overcome the traditional resistance to change. Best practice is only ever going to be current best practice, it should be ever evolving.
All decisions need to be founded on risk and this is not meant to be a gung ho maverick approach, it is essential to keep your eye on the goals of the business and keep those in mind when challenging anything.
If you have customers, make sure any changes are meeting or exceeding their needs and expectations. Finally, make sure every person within the business is clear on their contribution to the direction of the business, if they aren’t, get on with some internal selling and refocus them.
Best practice – who says?