Stop problems before they start

We’ve all read or heard the old English nursery rhyme about Humpty Dumpty who fell from that darned wall. Humpty was irreversibly damaged  and could not be put back together again.

In business, we spend a lot of effort fixing what has been broken, rather than preventing the breakage in the first place. Think of your own organization and recall how much effort went into trying to fix that last big problem that could have been critical to your business and, ultimately, sales and earnings. No doubt that once the issue reared its ugly head, you went into fire drill mode, running around to get to the bottom of the problem and fix it immediately, as measured in hours and days, not weeks and months.

Stop and think about the cost, the interruption factor and diversion of effort this “pick up the pieces” exercise inflicted on the organization. Key people had to drop everything and scramble, not to make a penny but to stop the loss. Of course, every business periodically hits a slick spot and has to maneuver quickly to regain control; it comes with the territory.

Wouldn’t it have been easier, however, to prevent the crisis before it became one? Just ask BP about its oil spill last year and what it cost in hard dollars (or pounds), not to mention the almost irreparable harm to its reputation and perhaps long-term future. This is a dramatic case of failing
to take the necessary steps to avoid the oil damage itself, as well as the near cataclysmic peripheral stumbles made in handling communications. The poor PR efforts are what really pushed BP’s Humpty Dumpty, aka the Gulf of Mexico Deep Water Horizon spill, off that proverbial wall. What actions can your company take to ensure you don’t encounter your own Humpty Dumpty?

Sure some companies have risk management programs, which involve assessing potential dangers, working to prevent them and determining
the costs if the unimaginable does occur. Unfortunately, too many companies apply the risk management thought process only to issues that are most associated with accidents. The Humpty Dumpty theory has to be extended to all areas of a business, from customer service to employee productivity and everything in between.

It starts with paying attention and sweating the small stuff and taking action when the first whiff of a problem occurs. It’s almost a gut
feeling that surfaces when good executives encounter something that just doesn’t seem right. Call it a sixth sense, but it can happen at any time and in some of the most unusual places.

As an example, you’re reviewing an internal report on an important new project, and as you study the material, something just doesn’t
seem right. The numbers add up, but nonetheless you know that all the dots aren’t connecting as they should — you’re just not sure what’s wrong. You put the report down for a minute, and start addressing something else and then it hits you.    A subtle yet critical step was omitted from the plan. Now that you’ve found the missing piece, you make a few calls and a potential problem that could have easily transformed into a big
issue is squelched.

These same gut feelings apply to “reading” people, not necessarily by what they say or do but many times by what they don’t say or do.
Here’s another scenario, your biggest supplier, best customer or employee  normally touches base with you like clockwork, sometimes if only to say hello. One day you realize you’ve not heard from this individual recently. You wonder what’s up with this? However, you’re busy and the thought quickly passes.

Big mistake.

You should have picked up the phone, found out what the story was, and if there was an issue brewing, fixed it then and there.

It all gets down to trusting your instincts and recognizing when your Humpty Dumpty might be leaning too close to the wall’s edge. That’s
the same wall from which anything can topple and shatter beyond repair.  Preventing that from occurring requires paying attention, looking for telltale signs of change and then being perceptive enough to know that there is something that needs scrutiny — even if you can’t pinpoint exactly why or what.

The risk in your own little kingdom is that when your Humpty Dumpty falls you may not have enough of the King’s horses and men to put the
pieces back together again.