Author’s Note: These short stories are a series exemplify lessons I’ve learned in building a foundation. I realized in writing these that I’m not embarrassed by the mistakes I’ve made; perhaps I’m even proud of them. They have been my tuition for learning.
The big idea is elusive, at best, and can take years to develop. So, the best organizations develop a consistent pattern of small gains and progress while they’re looking for the big idea. This is the key to progress.
In the early 1980s, my advertising client convinced me that when a restaurant adds a menu item, they should subtract one at the same time. Their irrefutable logic was that a new product has a better chance to be a winner if you drop one that’s selling poorly. Everyone’s resources are limited, they said, so focus is essential.
How’s that for a bold headline? I’m a searcher so I accept that my definition may change again but here we go.
Listening to our customers is a key to organizational success but listening too well can be dangerous. I’ve learned to listen enough to tailor our strengths to address customer needs but not so well to become all things to all people. It is a thick, not a fine line to me.
Our website’s March article of the month features a wonderful story about a social enterprise named First Book. Their organization provides tens of millions of books a year to the underserved by taking contributions from publishers and then charging modest shipping charges to send them on to qualified organizations. First Book makes enough from modest shipping charges to keep the organization going and growing.
I asked the business owner who was lamenting the challenges of being an entrepreneur, "Who decides what you do in a day?". He answered, "me, of course".
Raising Canes of Ohio (our partnerships restaurant company) is approaching 1,000 employees. At that size, I find it cool that our son, Timmy, its founder still does many exit and stay interviews with its crew members and managers.
