Part 2 of 3 in a blog series on value: An excerpt from Permission to Lead, book2 of The Dominant Gene series. Main character Joel, an IT director at Watzka Legacy, is talking with the CIO about changing his calendar to be value-based.
“An example of waste that we must do but does not add customer value is sending in your budget numbers for the next year. A leader has to do that to keep the machine running, but the customer really doesn’t care if this happens.”
“So, that is a non-value-add, or waste. But it’s something we have to do. There may be a better way to do it, to improve it, but it still needs to happen.” I can’t believe I’m doing this with Rick. It feels good and crazy, all at once. “The second example is of a leader who has 1×1 status meetings with each member of the team. It might seem like these meetings are necessary, but they are not. And, the customer could care less if these meetings happen. This is an example of non-value-add that the leader doesn’t have to do.”
“But how will the leader know what’s going on, Joel?”
Rick is totally into the discussion. How far should I go with this discussion? We don’t have a full hour to talk.
Your challenge: Now that you’ve looked at your calendar for where you give and get value, it’s time to take it a step further. Look at next week’s work days. Look for the time where you neither give or get value. Is this time waste? Some meetings and time is waste, but because of regulations, we still must do them. Many of these meetings, however, are culturally required. What can (or should?) you do about it? If you get stuck, contact me and we can talk. We’ll continue with part 3 next.
- Value & Meetings, Part 1
- Value & Meetings, part 3