About That Icing on the Cake. . .

Not to brag - but the reality is I'm a fairly decent cook.   Routinely, we have thrown both small and large dinner parties.   So, when I make a colossal mistake in the kitchen - it is memorable.

So let's say I plan a dinner party for a dear friend's birthday. . .and as a special surprise, I  make her favorite red velvet cake.   It does not go well.   At all.   So, instead of correcting the problem which, let's say, is a horrendously mis-shapen cake - I decide to spread more icing on it.   After a couple of coats - the problems are still obvious.   I double down - make another batch of icing and smear it all over.

Guests arrive.   Dinner is served.   Cake is presented and. . .since we have a very polite group of friends they struggle for what redeeming feature can be found, "Well, you certainly captured that red coloring nicely."   Truth is, the basic cake isn't right. . .and I further exacerbate the problem by just adding stuff on top of it.

I have seen retailers do the same.    The basic premise of their business (be it content, customer service, delivery) isn't right. . .so they smear something over it (usually a financial incentive for customers) to try to rectify the situation.  Problem is - the problem is still there.

And we do this in the workplace. . .instead of getting the basics right for our team, we tend to address issues by smearing another layer ("let's have a party,"   "let's give everyone pizza,"   "let's take them to a game or give them more money or invite a hypnotist or whatever. . .) on top of that which is not right to begin with.

The basics in the workplace are relatively simple.   Do people know the goals of the enterprise and their contribution toward those goals?     Are people provided with the tools and the knowledge they need to do their job?    Are they treated fairly and are they fairly compensated?    Is gratitude properly and consistently expressed?   Do we take time to engage in conversation?   As leaders do we support them?

This is what is important - and it needs to be right before we start adding on anything else.

Looking at this another way:   I love my Starbuck's Reward program (who wouldn't like a free venti latte now and then?)   But the real reason I like going to my local Starbucks is that the product is good, the atmosphere is pleasant and I enjoy the relationship I have with the Starbucks baristas.   It is because they have the basics right that I enjoy going to Starbucks - and in this case - because the product is right, the loyalty program is just a nice icing on top of a product that is foundationally solid.

Let's get the basics right.

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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.