Our senses are finely tuned to react positively to what we
like and to what we are accustomed. We reject anything that
looks, smells, tastes, feels, or sounds different than what
we prefer. Our reactions can be so strong that we never
consciously evaluate the pros and cons of what is being
experienced. In an increasingly complex and diverse global
environment, organizations run the danger of overlooking
great opportunities right under their noses and in front of
their eyes because the opportunities do not fit the
conventional ideal. In reversing the usual knee-jerk
approach, you can reap great rewards by carefully
investigating the potential of what repels you and what you
reject without conscious consideration.
First Impressions Can Be Deceiving
Most people can identify situations in which they dismissed
an opportunity that someone else capitalized on later.
Often these opportunities were overlooked or rejected
because they were perceived as dull, boring, or unpleasant.
You may recall the fairy tale of "The Ugly Duckling." It is
the story of a cast-off baby bird that is mistreated
because it is unattractive to the young ducklings raised
with it. Much to everyone's surprise the ugly duckling
matures to become a beautiful swan. Thus, what we call the
unattractiveness stall prevents people from seeing
potential because they make judgments based on insufficient
knowledge.
As you contemplate this point, it is worth remembering that
if Alexander Fleming had been unwilling to work with the
unpleasant green mold that affects stale bread, the world
might not yet have the wonder drug penicillin and its heirs.
The Taj Mahal
All too frequently, management becomes engrossed in
creating posh office space. Having feathered their nests,
executives avoid the ugly duckling sites that need
attention.
In many companies, distribution is one such ugly duckling.
Trucks and loading docks excite few corporate chieftains.
Yet Wal-Mart struck gold by focusing on fast deliveries
through warehouses serving constellations of stores. As a
result of its efficiency, Wal-Mart can offer lower prices
and attract more value-seeking customers.
The Ivory Tower
Executives dislike dealing with customer complaints. In
fact, very few top-level executives will talk with unhappy
customers. Underlings deal with those problems. Fearing
that the bearer of bad news may pay a heavy price, workers
often sugarcoat customer unhappiness or badly conceal it.
STALL ERASERS
Losses Are Uglier Than the Dumpster's Contents
One open-minded CEO ran a successful restaurant business.
His success was due to starting his restaurant tours at the
dumpster, one of the least attractive parts of any
restaurant. The CEO could judge the restaurant's health by
what the dumpster contained. Decaying raw food suggested
overordering of supplies. Too much decaying cooked food
meant that the kitchen was having problems. Occasionally,
he even found carefully wrapped, fresh prime steaks …
indicating that employees were stealing food.
Floored
Packages that protect products are usually seen as
necessary, but not important. Crafty Henry Ford thought
otherwise. On realizing that batteries for his cars came in
solid wooden boxes, Ford specified the details of those
boxes. After the battery was removed, workers took out the
screws and used the wood as floorboards for his Model A.
STALLBUSTERS
ServiceMaster has made a good living by solving the
ugliest, dirtiest and smelliest problems its customers
have. Perhaps you can do the same.
Find Your Ugly Ducklings
Here are questions to help you find hidden opportunities:
• Where are the places that executives and managers seldom
visit?
• What can be learned by investigating those unattractive
places?
• Which potential customers are perpetually shunned?
• Which kinds of potential employees are never hired?
• Which suppliers are avoided?
• What services are avoided?
Turn Your Ugly Ducklings into Swans
• How can you use an open mind and thoughtful questions to
learn more about these areas?
• Who already sees these ugly ducklings as swans? Why?
• How could each of these ugly ducklings be one of your
best opportunities?
• Who could help you to better see, hear, and feel these
opportunities?
• How could you easily and inexpensively test out ideas
related to the worth of these opportunities?
Copyright 2007 Donald W. Mitchell, All Rights Reserved
----------------------------------------------------
Donald Mitchell is chairman of Mitchell and Company, a
strategy and financial consulting firm in Weston, MA. He is
coauthor of six books including The 2,000 Percent Squared
Solution, The 2,000 Percent Solution, and The 2,000 Percent
Solution Workbook. You can find free tips for accomplishing
20 times more by registering at:
=========> http://www.2000percentsolution.com .
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