Coordinated conversation between group Presidents last week.
One topic that came up was process they go through to determine whether to add something to already overloaded schedule.
All agree, deciding to add something is easy. Determining what to take off the plate is much harder. Human nature to just add. Key leadership trait: Subtract something else.
Each said they have learned not to add anything new without cutting back elsewhere.
5 Factors to Evaluate
Projected ROI
Impact on customers and employees
How effects existing operations
What is long term impact
How soon can be implemented
All agreed there can be other factors, but basically flow from above 5.
“For me, hardest part is not what to add, but what to subtract. Either by deleting entirely or postponing.” Others agreed. Asked them what their process for subtracting something was.
“Exactly as above. Go through 5 steps for anything we plan to drop.
Then compare to answers for what we want to add.”
“I can’t tell you the number of times we have reversed direction. What we were doing had more benefits than the new idea. We were just excited about new, without really studying impact.” That got chuckles and agreement.
“It is so easy for people to get excited about something new. Especially when existing project/task is hitting roadblocks.” “Much harder to stay the course and double down. Exert more effort. To evaluate what we lose from what gets dropped.”
“For me, hardest part is what team has to sacrifice. To give up from existing project for new project. People already have vested interest in what is currently being done. Now they have to switch gears. Means I as leader have to sell new project and get team excited again. Without throwing cold water on what they have been working on.” “What are competitive advantages of the new project.
“I need to really sell the new. Employees need to feel the advantages, not just see/hear them. They have to feel my excitement and commitment before they can get excited.”
“There is real value in doing less, but better. How the transition is handled determines whether or not employees embrace idea. If employees don’t buy in will be long slog to accomplish.”
“Amen on that, I fight it all the time. We are implementing new service processes. Lots of quick changes and alterations. I really have to communicate to keep team excited. On this project we are encouraging in the morning and at end of day…everyday. Celebrating small successes.”
“Glad you brought that up. On new tasks seems like we have to spend more time celebrating. Earlier years I really struggled with that. I just could not see/understand why people needed positive reinforcement daily. I laugh at myself now. Honestly, in my early years I did not get importance of motivating and rewarding.” More agreement.
“As we get more into AI increasingly important to carefully evaluate everything we are doing. Look to improve. Lot of things can be improved. AI seems to be stressing new, versus improved. One of my criticisms of AI.”
Summary
Commit to eliminating something every time a new new project is being considered.
Do cost, profit, and benefit analysis of both what is new and what will be dropped/postponed.
Review to see if AI will really give improved ROI.
Evaluate how new will benefit company now and ongoing.
Tom Ferree is the founder of Ferree & Associates and SecureEmploy, organizations focused on helping companies find exceptional talent and helping professionals advance their careers. Since founding Ferree & Associates in 1977, Tom has worked extensively with hospitality companies, executives, and rising leaders across the industry. Through SecureEmploy, he shares practical career strategies, leadership insights, and real-world advice to help professionals grow their careers and help organizations build stronger teams.
