Early in my career we used a process that loosely resembled a root cause analysis after a severity 1 production outage. The intent of the process was to determine why the severity outage occurred and then fix the problem so it didn’t happen again. No one liked process and the documents we produced were rarely used to influence process improvement. It was a checkbox and an exercise to fill-in-the-blanks to say we completed it. I always thought the name post-mortem was bit odd as well and we were certainly dead to the process. Looking back, I see post-mortem efforts can be valuable if championed and executed correctly. But there is a better way. Twenty years later, we are learning to implement root cause analysis (RCA) into our recurring operational procedures. Like a post-mortem exercise, a RCA is typically done after an event has occurred with the intended benefit to prevent
Dear me, Don’t be quick to discount new ideas. All improvements for humanity and business started with a new idea. Someone saw opportunity and imagined a better result, a stronger product, or a faster way. Someone acted and made their opportunity a reality. They were not afraid of failure. They overcame doubts. They made peace with uncertainty. Why? Because their image of a better result made failures look like stepping stones to success. Because the promise of a stronger product made doubting look like an admission to defeat. Because the benefits of doing it faster outweighed the results of the status quo. So give new ideas a chance. Challenge the status quo. Dream a little. Keep moving onward and upward! Sincerely, Me
I’m documenting some customer service experiences from the last two weeks. They had an impact on my actions and they serve as a good reminder of reflection for customer service actions that we provide to others. People do notice words, attitudes, and body language. While on vacation at a location where the number one industry is tourism: Trolley Driver My wife and I rode a trolley as a means of public transportation. By chance, we were the only passengers. We used the time to talk to the trolley driver and he provided some valuable information to us. As we were leaving he mentioned that he would like to discuss more with us and to look for him on the return trip. We did find him for the return trip and we were able to ask a few more questions. The result? We felt appreciated as tourists spending time and money
The Easter Promise Three men. Three punishments. Three crosses. One forsaken. One forgiven. One forgiver. His purpose. His decision. His promise. Our stories. Our punishment. Our decision.
A few weeks ago I read a passage from John Maxwell in his book The Maxwell Daily Reader about scurvy. The passage summarizes difficulties in implementing the cure for the prevention of the disease during the time of European exploration of the Americas. Multiple sources knew about the effect of fresh fruit and vegetables, but due to poor communication, stubbornness, and pride of the medical establishment, the change needed to prevent the disease was delayed. I polled a couple of my colleagues to ask them what they thought is a modern day business scurvy. One of them replied, “This is a good question. Sometimes, forced change can hide needed change, and the two become hard to distinguish for relevancy and value with so much activity happening at once.” His answer summarizes both the challenge faced by European sailors as well as leaders in our business environment today. I thought about