Have you ever found yourself defending something simply because you've always done it that way?
Perhaps it's a system you introduced years ago, a process that served you well when the business was smaller, or a routine that everyone follows without giving it much thought. You know why it was introduced. It solved a problem, improved efficiency or helped your team deliver a better result.
So why would you stop doing it?
Peter Drucker made a wonderfully challenging observation: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”
It reminds me of a conversation from my work-study days in a steel factory. My lecturer suggested looking for the low-hanging fruit when seeking improvements. I asked, somewhat tongue-in-cheek, how you find low-hanging fruit in a steel factory.
His advice was simple. Ask people why they do things a particular way. Whenever the answer was, “We've always done it that way,” there was an opportunity worth investigating.
That lesson has stayed with me.
Good people develop systems for good reasons. They solve problems, establish routines and create processes to improve consistency, manage risks and help the business deliver on its promises.
Over time, however, those same processes can become so familiar that nobody questions them. They become part of how things are done, even when the circumstances that made them necessary have changed.
The challenge is recognising that working and working well aren't necessarily the same thing.
This is particularly important as businesses grow. What was effective with five people may become cumbersome with twenty. A process designed to solve one problem can create another as the business changes. And the longer something has been in place, the easier it becomes to accept it without question.
Often, the people closest to the work can see this long before management does.
Your team knows where information is being entered twice, where unnecessary steps slow things down and which tasks consume time without adding much value. Your customers can probably tell you where dealing with your business is harder than it needs to be.
The question is whether you're willing to listen.
And that can be uncomfortable, particularly when someone challenges a system you've developed or a process you've invested considerable time and effort in getting right.
This is where leadership makes the difference.
Being prepared to question what has worked in the past doesn't mean dismissing the value it once provided. It means recognising that circumstances change, and being willing to learn and adapt.
The rewards can be considerable. Removing unnecessary work gives your people more time for the things that really matter. Simplifying processes can make your business more responsive, reduce frustration and improve the experience for your customers.
And sometimes, the greatest benefit isn't the time saved. It's the opportunity created to do something better.
As you think about what you'd like to achieve next year, there will be plenty of conversations about new targets, new opportunities and what your business needs to start doing.
I'd encourage you to have another conversation first.
Ask your team what they would stop doing if they had the opportunity. Invite them to challenge existing processes, particularly those that have been around for years. Ask your customers what would make dealing with your business easier.
Listen with curiosity rather than defensiveness, and be prepared to act on what you learn.
Some things will be worth keeping. Others may need adjusting. And a few might have served their purpose and be ready to retire.
After all, the aim isn't to preserve the way we've always worked. It's to build a business that keeps getting better.
