Service resilience is too often overlooked. Most organizations don't even have a name for it, don't measure it, don't plan for it.
I totally understand our focus on putting on a perfect show, on delighting people, on shipping an experience that's wonderful.
But how do you and your organization respond/react when something doesn't go right?
Because that's when everyone is paying attention.
We can choose to define ourselves (our smarts, our brand, our character) on who rejects us.
Or we can choose to focus on those that care enough to think we matter.
Carrying around a list of everyone who thinks you're not good enough is exhausting.
I started the quiz team at my high school. Alas, I didn't do so well at the tryouts, so I ended up as the coach, but we still made it to the finals.
It took me thirty years to figure out the secret of getting in ahead of the others who also knew the answer (because the right answer is no good if someone else gets the buzz):
You need to press the buzzer before you know the answer.
As soon as you realize that you probably will be able to identify the answer by the time you're asked, buzz. Between the time you buzz and the time you're supposed to speak, the answer will come to you. And if it doesn't, the penalty for being wrong is small compared to the opportunity to get it right.
This feels wrong in so many ways. It feels reckless, careless and selfish. Of course we're supposed to wait until we're sure before we buzz. But the waiting leads to a pattern of not buzzing.
No musician is sure her album is going to be a hit. No entrepreneur is certain that every hire is going to be a good one. No parent can know that every decision they make is going to be correct.
What separates this approach from mere recklessness is the experience of discovering (in the right situation) that buzzing makes your work better, that buzzing helps you dig deeper, that buzzing inspires you.
The habit is simple: buzz first, buzz when you're confident that you've got a shot. Buzz, buzz, buzz. If it gets out of hand, we'll let you know.
The act of buzzing leads to leaping, and leaping leads to great work. Not the other way around.
"Too big to listen."
Great organizations listen to our frustrations, our hopes and our dreams.
Alas, when a company gets big enough, it starts to listen to the requirements of its shareholders and its best-paid executives instead.
Too big to listen is just a nanometer away from "Too big to care."
Fighters and pugilists are different.
The fighter fights when she has to, when she's cornered, when someone or something she truly believes in is threatened. It's urgent and it's personal.
The pugilist, on the other hand, skirmishes for fun. The pugilist has a hobby, and the hobby is being oppositional.
The pugilist can turn any statement, quote or event into an opportunity to have an urgent argument, one that pins you to the ground and makes you question just about anything.
Instead of playing chess, the pugilist is playing you.
Pugilists make great TV commentators. And they even seem like engaged participants in meetings, for a while. Over time, we realize that they are more interested in seeing what reactions they can get, rather than in actually making positive change happen.
A committed pugilist has a long list of clever ways to bait you into an argument. You'll never win, of course, because the argument itself is what the pugilist seeks. Call it out, give it a name, share this post and then walk away. Back to work actually making things better.
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