Have you ever noticed the only difference between “CAN” and “CAN’T” is the evil “ ’t ”? We are all constantly reminded of what can’t be done:
It’s too hard.
We’ve tried it before.
That idea will be too costly.
It’ll never work.
It will take too long.
You can’t be serious.
But what if we removed the evil ‘t and approached problems with how we can improve them.
As a change management company, where Alleon Group helps clients improve processes and reduce costs, we have heard all the reasons why a current process can’t be changed. In fact, as we develop solutions for our clients, I hear it in our own company. It probably doesn’t help that I am notorious for pitching to our internal team seemingly ridiculous ideas. Sometimes I genuinely believe in the idea. Other times it may be half baked with an ask to determine if there is a way to make it work. In those moments, I always start the conversation with, “I already know the many reasons why we can’t do this. My ask is for you to help determine how we can do it.” More times than not, the team comes up with some really great ideas!
In the early stages of an assessment for an international Human Capital Management company, Alleon Group was asked by the company’s executive leadership to review a department heavily constrained by manual processes. When I met with the leaders of the day-to-day operations, one said, “We have looked at this eight times before, internally and with consultants, and never once been able to come up with anything better.” After listening to all the reasons why the processes can’t be improved, I suggested we look at it one more time – but from a different lens. I recall saying, “Let’s assume a cat really does have nine lives – and we have one left. But this time let’s take a different approach. Will you work on it with me?”
The issue was their internal team did not have the perspective of what other companies in the same space had done to resolve similar problems. In fact, many companies are blinded by only what they know within their own organization.
Alleon Group and the client did change the manual processes, and introduced an improved and nearly fully automated solution. This was a joint effort with the evil “ ‘t “ eliminated at the onset of the engagement. Eventually the doubters came around, and the executives were supportive knowing their team and ours could fix the problem. The solution not only changed the process and reduced costs, it dramatically improved the associates’ experience in managing the business.
How many times have you or your company allowed the evil “ ‘t” to sneak in and get in the way? What if you check that at the door, day 1 of a review? Give everyone a voice and chance to be heard – but only with the “can” mindset.
