The impact of war on our societies, cultures and economies is immeasurable. It’s fair to say that civilization as we know it is, in many ways, a byproduct of war, conquest and conflict. It should come as no surprise that something, which has played such a big role in our development, is now often used as an analogy for business. Whether or not war and business are truly alike is debatable. Nonetheless, the two share many metaphorical connections.
Executives and business people of all types have long since looked to military theorists and strategists of ancient history in efforts to gain insights into what lessons can be gleaned from the battlefield and applied to the boardroom.
In both business and war, organized groups are trying to achieve goals with limited resources through the agency of people in fast moving, dynamic and sometimes hostile environments. Notable German philosopher Friedrich Nietzsche wrote in “The Birth of Tragedy” that, “Our consciousness of our own significance hardly differs from that which the soldiers painted on a canvas have of the battle represented on it.” This statement is far-reaching and can be interpreted in numerous ways. It applies to business in the sense that we are often unable to realize how our actions and inactions affect the outcomes of the situations we find ourselves and our colleagues involved in.
The Chain Reaction
Even the smallest omissions, in both business and war, can have huge repercussions. Imagine this scenario: your colleague has been assigned a certain task. Once your colleague completes the task they mark it as “completed” in your CRM software. However, the relevant information regarding the task’s completion is not logged. This then creates confusion regarding the task and the extent to which it has been completed. Now there is risk of the project being delayed as you are forced to follow up and ascertain precisely what progress has been made.
This is a relatively simple example of how one person overlooking a small detail can affect the overall proficiency of an organization. The difference is that in war, errors can cost people their lives. In business, errors can cost people their livelihood. Neither of these losses is insignificant.
Know What You Are Doing
Where there is a lack of communication, there is inefficiency and where there is inefficiency, there is a lack of structured business process. On the battlefield it is imperative that all information – no matter how seemingly irrelevant – be recorded. Information generates knowledge and knowledge makes the difference between success and failure. An organization’s ability to succeed comes down to its capacity for making informed choices and acting in a timely manner. Staying (at least) one step ahead of your competition frequently comes down to this:
- Your ability to generate valuable information
- Your ability to quickly analyze that information
- Your ability to make sound choices based on what you know
- Your ability to convert the choices you make into decisive action
The importance of knowing what you are trying to achieve and why you are trying to achieve it cannot be overstated. Having a solid CRM strategy in place that is clear, functional and realistic will help avoid confusion and provide a foundation for future growth and achievement. If you don’t already have Customer Relationship Management mandates in place, prepare some that reflect distinct, understandable purposes, not just hot air. This will empower your team by enabling them to know where they stand and what they stand there for. It doesn’t have to be complicated. In fact, it’s better if you keep it as simple as, “We are doing this to achieve that.” Remember: Simplicity is the ultimate sophistication.
Make a Commitment to Excellence
Whether you’re fighting a war for control of a territory or you’re engaged in a battle for market share, what you get will depend on how much you invest in the people who work on your behalf. It’s absolutely crucial that people trust in one another. Trust is the glue that holds everything together. Don’t be shy, get colleagues involved in the process of brainstorming on the topic of a shared commitment to CRM excellence. If each member of your team feels involved and valued they will be more likely to take the commitment seriously and honor their place within the workforce. As Greek philosopher Aristotle famously said,
“We are what we repeatedly do. Excellence, then, is not an act but a habit.”
Excellence doesn’t necessarily come from having a team of excellent people – there just isn’t enough excellence in the world to fill the demand. There are, however, plenty of ordinary and normal people who, when granted an opportunity to give their best will exceed your expectations. If you can master the art of getting ordinary people to do extraordinary things, you can surpass success and sustain excellence.