Our point of difference is what makes us unique in the marketplace. To deliver on our point of difference to our customers, we must have a team that endorses and lives it. This begs the challenge of how we can recruit to it, implement it into our systems and procedures and endorse it in the day-to-day. In this blog, I wanted to explore how the culture of the business is paramount to delivering on the business point of difference.
To deliver on our point of difference to our customers, we must have a team that endorses and lives it.
Businesses implementing change encounter a constant battle to address the synergy of all the moving parts. When the company established its systems and processes, it may not have been entirely aware of the synergy between the mission vision & values, point of difference, policy and procedures, position description and key performance indicators. As the business starts to adopt these new concepts, it means going back and retrofitting new initiatives into old systems and processes.
Businesses implementing change encounter a constant battle to address the synergy of all the moving parts.
Change comes easily to some but not others, so when introducing new initiatives into the team, you need to consider how this affects the team dynamics. For a small percentage of the group, change is intrusive and upsetting. These people are more comfortable with routine and security and may find you have a division in the team. This divide is neither good nor bad nor is it a poor reflection on you as a leader or them as a team member; however, it does need to be addressed.
When introducing new initiatives into the team, you need to consider how this affects the team dynamics.
Changing your systems and processes inside the business usually means you have shifted focus and are choosing to take a slightly different path than the one you were previously on. This new path will change the culture of your business. In many companies, this often means defining your culture from something that may have been broader to something more defined.
Changing your systems and processes inside the business usually means you have shifted focus and are choosing to take a slightly different path than the one you were previously on.
Let’s look at this point of difference example. “Maximise the return for every investor.” To do this we have implemented a process to renew leases at 60 days before lease expiry, so we have plenty of time to market the property should the tenant wish to vacate, to minimize loss of rent to the owner. If the business previously allowed the property to fall vacant before marketing it, you may have significant pushback from the leasing team, as renting a property with a tenant is much harder than one without. While some of these team members may come around, some will not. Implementing new processes is almost impossible without the team's endorsement.
If the business previously allowed the property to fall vacant before marketing it, you may have significant pushback from the leasing team, as renting a property with a tenant is much harder than one without.
When a business pivots to implement change, it is essential that the team can remain dynamic and pivot with it. It needs to realign, culturally, with the new direction. You will find that those who don’t wish to conform to the new vision will leave, which is fine. You may find some need to be pushed, which is also fine. This departure is no reflection of the individual's ability to do the job. They no longer support the vision of the business and should be encouraged to seek a business more compatible with them and what they believe.
When a business pivots to implement change, it is essential that the team can remain dynamic and pivot with it.
It is key to your success to have the correct people supporting your point of difference to deliver your value proposition to your customers.
