December 27, 2010 by Jeff Hurt
Image by A30_Tsitika.
“If you want to be disruptive, don’t start with your best practices,” says Unmair Haque.
“Try instead with your industry’s worst practices and take tiny steps–or better yet, giant leaps–towards bettering them.”
Umair Haque’s post, “Why You Should Focus On Your Worst Practices” got me thinking. His statement “Diet on your own dogfood” resonated with me.
Haque provides four ways to discover your worst practices and turn them around for improvement. 1. Ask your critics.
This is the simplest way to uncover your worst practices. Instead of bashing, beating and ignoring your fiercest critics, ask them. Stop trying to silence them. Listen to them. Haque says your critics are worth more than the bean counters, consultants, management and pundits you often pay.
It is time for you to play Undercover Boss and get a hefty dose of reality. Want to discover what really sucks about your organization’s practices and procedures? Get out of the board room and that corner office and into the trenches.
Your day in the sun has past. Now it’s time to look backwards and discover what made you great at that time. Then examine what made you lose it.
What would happen if every CEO had a clause in their contract that said, “You make it, you use it,” Haque asks.
Number four really resonated with me: Diet on your own dogfood.
Here are some what ifs for meeting and event associations and their conferences.
Would leadership be able to eat their own dogfood? Would they spend more time thinking through the consequences of their decisions and the impact on the attendees’ experience?
“To get there, you have to master the art of mattering,” states Haque.
What “what ifs” would you add to this list?
Filed Under: Event Planning
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I love the 1st what if. And what if they brought in people from the member community to help them plan the event and were transparent with their budget/costs/etc? What a learning opportunity!
I would add a bullet:
– What if your employees were treated as contracted partners with a seat at the table rather than task list junkies? Held accountable and offered the authority to drive positive change.
Many times those who do the undercover boss are middle to upper middle management with little authority to make the needed changes they uncover.
Thanks for the additional “What If” and it is a good one. I like the way you put it, “treating employees as contracted partners with a seat at the table or task list junkies.” That’s good.
[…] Jeff Hurt has some great ideas for associations about eating your own dogfood. […]
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