The answer is yes.
Systems restrict and systems release. Systems are the building blocks of collective progress. Systems may feel adversarial to artistic expression. Systems clarify alignment, roles, automations, time stewardship, and employee growth.
Even with artistic expression, systems can increase the effectiveness of every organizational action. To some people, implementing a system into an existing process may be like asking someone to budget their finances when they’ve never even tracked their spending. System implementation can seem like a giant leap into restrictive operations.
But that’s not the case. The right systems for the right function can actually release greater output from less effort. Think of it like people in two canoes, about to race across a lake. In one canoe, their strategy is for everyone to paddle as fast as they are able and hope for the best. In the other canoe, they paddle together in rhythm, in sync, with less individual effort.
Who do you think wins?
If you think the busy beavers, paddling with all their might and hoping for victory, are triumphant, you’re wrong. The only thing the people in the disorganized canoe accomplished was getting wet, becoming frustrated, and finishing second.
The people, paddling in rhythm, may have started slightly slower than the frenetic canoe, but over time and with effort, won the race.
Systems feel foreign and restrictive at first, but increase everyone’s effectiveness over time.
System shifting is not a valid answer for organizational effectiveness. Some organizations change systems because something new has entered the market, and the potential of a system (even untested) persuades leaders to upend current processes and erode consistency. For systems to work well and to improve output exponentially, organizational leaders and employees must commit to reliability rather than chasing new trends.
Another question to consider: do you want to implement systems or keep replacing people?
People don’t quit jobs, they quit leaders. Yes, that can be true, but people can also quit broken systems that cause burnout, asinine time management, and role misalignment. Bad systems cause great friction, and nothing operates well under stress.
Systems can restrict bad processes and release individual excellence. Why not remove the obstacles that slow individual growth and innovation? Why not implement systems that cause individual attributes to excel and flourish?
The best time to implement systems into organizational processes was yesterday; the next best time is today. When you implement systems to increase organizational output, do it with the right mindset and precision technique.
Scale: we can grow further together instead of faster individually. There’s a learning curve for new things, and patience is required for that process. Systems that will make processes and people work better will feel clunky at first. It may even seem that progress took a step back. Don’t get impatient with a lack of results; it takes time to build a rhythm and cadence for progress.
Consistency: the plan needs to be followed, and the play needs to be run a certain way. Commit to the details and ensure everyone knows their role. Great teams can make any system work. Great systems can make good people better than they ever thought they could become. But you must commit to doing the details right. If at first it seems all you do is correct team techniques, remember that when they become consistent, they will be the self-correctors who will model system consistency and help new team members thrive.
Practice: it won’t be perfect the first time, accept that it will suck at first, but commit to winning at the end of the process. This is the ideal time to test system processes for practicality and operation. It’s OK to make mistakes if you learn how to do something better. It’s not OK to keep making the same mistake without improving the operation. Practice makes system operation work well. Perfect practice makes the system function for the team. Remember, the long-term system goals are to improve the team, not to suppress individual abilities.
Improve: individual expression and system improvement will originate with those running the system. Once the systems function well with clarified roles and aligned personnel, improvements can happen. This is the time for individual strengths and expressions to become more emphasized. When learning the system, individual expressions were minimized at first. When the system becomes a learned process, individual expressions and recommendations become improvements to make the system better. Instead of a system being the framework for team improvement, team recommendations make the system a tool for greater outcomes and effectiveness.
Ideal organizations have systems that work for the people; they don’t make people work for the systems. These organizations restrict bad processes and release individual expression. These organizations understand how to implement systems with patience and consistency because they discern a good future when people and systems work together.
Get Better Soon shares frameworks/cures addressing systems, culture, leadership, and people.
Systems – healthy systems boost productivity without burnout. Alignment, making decisions, time stewardship, and making change the right way make work better, not harder.
Culture – empowering people is the best way to move forward. Collaboration, managing career stages, and embracing growth are built into healthy organizations.
Leadership – the best leaders don’t get in the way. They know how to apply core values, listen to the right people in their inner circle, and replicate their work.
People – this is how organizations thrive. Empowered people possess the right attitude, perspective, grit, and optimism to help organizations excel.
You can change as much as you want. Rethink what is possible, identify and address friction points, refine your promotion process, and resolve the issues that are hindering your progress.
Do it soon.
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