Episode 29 – The Growth Whisperers
The Growth Whisperers is a weekly podcast hosted by Brad Giles and Kevin Lawrence two advisors to mid-market businesses, one Australian, one Canadian, who each work with CEOs and Leadership Teams across the world with a mission to build enduring, great companies. Each weekly episode covers interesting situations and questions from the world of strategic planning, leadership development, talent and hiring in high growth entrepreneurial companies where real results matter.
Start Stop Keep Top 5 Do’s and Don’t’s
The Start Stop Keep is a simple tool to gather qualitative feedback and perspectives from a team that is both useful for employee engagement and useful to obtain different perspectives for leadership.
Brad and Kevin talk about why the Start Stop Keep is a simple and valuable tool for leaders to use, how to use it, and provide stories of Start Stop Keep best practices. Also, they provide the top 5 Start Stop Keep do’s and don’t’s.
Brad Giles 00:13
Hi, and welcome to the growth Whisperer is where everything we talk about is building enduring great businesses. I’m Brad Giles. And I’m joined today, as always, by my co-host, Kevin Lawrence in Vancouver in Canada. Welcome today, Kevin, how are you doing today?
Kevin Lawrence 00:31
I’m doing really well, Brad. It’s been a long day. But we’ve done a great conversation preparing for today’s show, and I’m really looking forward to it.
Brad Giles 00:40
Uh, yeah, a great conversation, talking today about a really, really simple subject. But sometimes the simple things need a bit extra work. Right? So what are we talking about today? Well, but before we talk about that,
Kevin Lawrence 00:53
how are you doing today? How are things going in your world?
Brad Giles 00:57
Yeah, I’m pretty good. There’s a lot of people in the world who have financial or health issues. You know, overall, I’m just grateful, I’m, you know, that’s probably my word for the day, just just in my head, I’m just grateful that where I live for my health, and my family, and everything else, it’s a, it’s, there’s a lot of gratitude at the moment.
Kevin Lawrence 01:23
I think that’s a great thing, that’s a great word probably for life is to be grateful, you know, I was having a conversation with a CEO today and talking about problems, and then reminding ourselves that these are problems of fortune, and, you know, first world kind of problem. So. So today, we’re going to talk about something called start, stop, keep, it’s really basic. Although it’s really powerful, it’s a mechanism to gather feedback from people around you. And it’s generally done with people on your team or in your company. It can be done with other people, it can be done with suppliers, or other partners, or your peers, or your boss. But today, we’re going to dig into this thing called the start, stop, keep. And it’s just three basic words that lead to ideally really powerful conversations, and in some cases, some really powerful insights.
Brad Giles 02:22
Yeah, that’s a great way to describe it simply. But why do you think it’s powerful? What, makes you describe it as being powerful in your experience?
Kevin Lawrence 02:35
Well, two things. First of all, it’s easy to remember. So it’s not complicated. And it’s meant to be a tool, wherein one use, you would go and say to your team, hey, let’s all go talk to our teams. And do we’ll do a start, stop, keep conversation, you sit down with people and saying, hey, from your perspective, we should we start doing, stop doing and keep doing. And, and you could look forward, you also were successful over the next few years, or just as is at this moment. But it’s an easy primer or system to have a very impactful conversation. Because if we say, Hey, why don’t you go get some feedback from your team? That’s, that’s, that’s a hard thing for people to do. So not only is it direct them and make it easy to have the conversation, it’s likely that you’re going to have similar conversations because people aren’t going to get lost in long questions or interpreting it in different ways.
Brad Giles 03:42
I guess for me, I think it’s powerful because it gets the perspectives of different people. It’s a great, obviously simple is what’s so good about it. But it’s a great tool to get people’s perspectives. And to make them feel like they’re valued and included like their input. It’s there are a few other areas where there are a formality and a structure to go to a person and say, what should we start doing? What should we stop doing? And what should we keep doing? So the formality is, and the structure is great, but as a recipient of that question, it makes you think, and it also makes you think they care about my opinion, they care about my response, I need to think carefully here. And they’re going to value what I’m saying and what are they going to do with it and how is it going to be used? So for all of those reasons, in terms of culture, I think it’s really valuable to build engagement.
Kevin Lawrence 05:00
It is and especially if you do it right, especially if you go through the process, and do get that feedback, and you respect it and act on it in a way where the people have contributed, feel like you actually heard them and acted on some of it. So you know, one of the most important things and whether it’s a start-stop keep or, or a survey of some sort, where people really mess up, and it’d be on our don’t do list, which is don’t close the loop afterwards. Right? Don’t close the loop, pardon me, which is to go back and thank them for the feedback, and then tell them what’s going to happen as a result. So not only validates that they contributed, and it was valuable, but then they can see some progress.
Brad Giles 05:50
And I think it’s a really important point. So let’s just be really clear about what we mean by closing the loop, because I’ve had this question a lot of times, and people can get Yeah, we close the loop. We talk about it. But that’s not necessarily what we’re saying when we say closed loop. So what’s your definition? Start-stop, keep closing the loop. Can you give us an example of what you mean by that?
Kevin Lawrence 06:17
Sure. So if one and again, the way I like to look at this, is if there are the things that get handled at the moment, by the way, you know, there’s a bunch of stuff, or someone says, Hey, you know, we should move the printer from here to here because it would save 10 hours a week. Okay, well, why don’t you just go do that now or call the IT person? sort that out? We don’t need this to be in part of our process. Like, that’s just let’s please get that done today.
Brad Giles 06:49
Yeah. But it’s still a good idea.
Kevin Lawrence 06:52
It’s a great idea. And it should be addressed on it doesn’t need to come into this START STOP keep process? Yes. So there’s a lot of stuff. By the way, once you flush it out, people, when they share their ideas, sometimes they just need permission to go and do it. Yeah. And there are so many no brainer ideas that come up, that the manager should just deal with that on the spot. So but while I’m talking about closing the loop, more we’re talking a closing loop is when it gets submitted, and it’s something that might be a little bit bigger, or, you know, take some more thought requirement. And let’s just say that we have a whole bunch of ideas. And there’s a real common pattern. And there’s a common pattern around, you know, people needing more competency around Excel, and the start was we need Excel training. Yep. Or something like that.
Brad Giles 07:44
Kevin Lawrence 07:47
To feedback to the group and say, Hey, here’s one of the patterns, here’s one of the major themes, this top five themes, here’s one that came out, and here’s what we’re going to do about it. Or here’s one that came out of this Excel training. And, you know, we’re gonna let your departments do that, or we’re gonna deal with it next year. Or, here’s a link to the best one hour video that our Excel masters put out. And it’s somehow acting on the critical stuff on from what I look at is the big trends. There are other things that come up, like when somebody’s got a very specific hot issue for them and if it’s really hot and really sensitive, there would be issues that would come out that you might need to close stuff with people personally as well. But that’s, that’s my take on it in the work that we do. We tend to act on the big ones as the process and go back and close and again, closing the loop. It’s, we’re doing it, we’re not doing it, and here’s why. You know, we might do it in the future, or we need to re-educate you about this because if there’s already something in place you might not have been aware of what’s your take on that right.
Brad Giles 09:04
Yeah, I think from closing the loop means I have to go back one step to answer that question. So, so trust is born through vulnerability, okay. So, if you would like to build trust with someone, one of the first steps is to be vulnerable and then they will respect that and they will be vulnerable. And so when we look at the stats key, there is an element to a degree of asking people to be vulnerable to come up with to give their opinion to their bosses, or even their bosses about what should be done so they are being vulnerable and art being asked to be trusted to present what could be risky ideas because moving the printer is a simple one. But there could be lots of other things that are risky for them in their career, that we’re asking them to be honest and to trust. So for me closing the loop is about respecting that vulnerability that they’ve entrusted to the leadership team, to be honest, and direct and to articulate what the real issues are, rather than skirting around or talking about. Other things. So closing the loop,
Kevin Lawrence 10:34
It’s to honour the fact that they’ve opened up and being vulnerable. And so starting with that mindset, closing the loop, and I’ve got another point about the being vulnerable piece, which we’ll come back to, but closing the loop for you is, is what?
Brad Giles 10:56
The person who’s provided the answers to the stops, start-stop keep needs to have a response, I think that we should upgrade our fleet of vehicles. Now, it doesn’t matter if it’s a yes or no, or a postpone, but some kind of response. Thanks for that. Are you
Kevin Lawrence 11:19
saying to respond to every single suggestion back to the suggester?
Brad Giles 11:26
Kevin Lawrence 11:30
Brad Giles 11:33
Well, that’s, that’s vague. So there’s, there’s a few different ways to close the loop, the leadership team could do it, the person who conducted the survey could do it, the mid-management team could do it. Or it could be done in a broad, let’s say, CEO announcement style, where the CEO says, Okay, so we’ve completed all of this stuff keeps, these are the main themes, I want to address some of the more controversial ones or some of the different ones.
Kevin Lawrence 12:08
My concern is, if you’ve got, you know, 250 people, and let’s say you even go and talk to 25 of them. And they’ve each got, you know, half a dozen start, stop keeps, yeah, 25 times six is 150, individual ideas through 25 people, and then alone, you know, next thing, you know, you’ve made yourself a full-time job for a human being in the business. And yeah, and that’s why you’re saying similar, what I’m saying is it is on some of the major ones, or the major themes, is that what you’re saying?
Brad Giles 12:44
Yeah, what are the themes? So there could be an item that I and people all bring up? And what is the item? What does it mean? And how should we address that?
Kevin Lawrence 13:01
What would be an example?
Brad Giles 13:04
Well, I mentioned we’re going to, should we upgrade our fleet of vehicles? Okay. We like driving new cars better than we like driving old cars. So I think that we should start upgrading our fleet of vehicles, right now an answer to that in a broadcast sense. So one of the jobs in my humble opinion is that one of the CEOs’ roles is to be an ambassador, I wrote about that in my book made to thrive. And so being an ambassador, the CEO would say, these are some of the things that we the broad things that came out of our start, stop keep one of them was should we upgrade our fleet of vehicles, now, our fleet of vehicles have still got two and a half years to run on the lease. At that point, when the lease expiry runs, we’re going to look at upgrading. But at this point, we’re going to have to make do because it’s still under the lace.
Kevin Lawrence 13:57
And thank you so much to the handful of you that made that recommendation. I appreciate it. Yeah. Or it could be we should switch to hybrid vehicles or battery-powered vehicles because it’s better for the environment. Or we should upgrade our employee benefits which comes up a lot. And often we have to re-educate people to the benefits that we have because they don’t know so basically closing the loop as we said is, is to go back and adjust doesn’t disappear into a black hole. Because if you really want to piss somebody off and disengage people, ask them for all their wonderful feedback and then pure silence, it’s like you go into a restaurant having a meal that’s not satisfactory. You say something’s not say something, and then no one ever says anything back this go, okay. It doesn’t work.
Brad Giles 14:53
They think that you just don’t care, and then they don’t invest next time in being vulnerable and ready. Honest. And then suddenly, you’re willing tensions start-stop, keep conversations that you set off to get more employee engagement is actually working against you because no one’s telling you what they really think.
Kevin Lawrence 15:17
Yeah, so he’ll just go all those idiots at corporate again are the idiots and head office are the bosses and you reinforce the story they have that you don’t care in your archetype. So yeah, that’s good. So that’s one the other thing that was inspired by what you said there, Brad about, you know, there being vulnerable is never shoot the messengers, you will hear stuff that you don’t like, and you may not agree with, and you might not even think is true. But what I know is that when things are really bad, and some companies we work with had some pretty bad stuff going on in pockets. And when someone is brave and bold enough to step up and go, mmm, you know, you need to see this, there’s a tendency to be defensive, which shuts them down, so don’t get them and I have a technique now I have a very, I can have strong responses quickly sometimes. And, and what I catch myself on is to keep because I want people to keep sharing, is if I do kind of react a bit too much. I will say, Hey, I often will if it happened in a group, I’ll say it in front of the group. Hey, my apologies. You know, Francine, thank you so much for sharing that, Francine. My fault, I didn’t hear you out properly. That’s, you know, so my apologies, but that what you shared was so darn important. And I apologize for how I approached it, please forget that I did it and continue to share these things. This is what we need to hear. And then I’ll go up on a break. And I’ll say it again to her one on one. Because Francine was brave and bold and I might have you may never mess it up, Brad. And those listening may never mess it up, I mess it up. Well, some decent frequency. So, you know, it’s like, so if you catch yourself, you can go and clean it up. And to make sure that that comes because it’s a scary proposition for someone to share, you know, especially the on the stops, or sometimes the starts. That kind of feedback with someone who’s perceived more authority in a business can be really terrifying for them.
Brad Giles 17:38
I had an example. We got we introduced the concept of the start, stop, keep to the leadership team, we got the HR manager to go out and conduct we said let’s, let’s do like two a week. So I’ve recorded we did 26 for 13 weeks two per week it was a pretty simple kind of job. But an HR manager was a little bit defensive, let’s just say. And every time someone would bring something out, they didn’t go in with the intent. The intent to capture to be a researcher who’s capturing the data, because someone would bring something up and then they would instinctively feel the need to respond to that and say no, but this is why we haven’t upgraded the fleet of vehicles to use our probe previous example.
Kevin Lawrence 18:39
They wouldn’t receive it. Yeah. It’s almost like the rules of brainstorming. The rules of brainstorming are to collect ideas, no opinions, or anything. No evaluation. Thank you. Cuz I get a little bit more information. Right. It’s a receiving and extracting exercise, that’s probably a great pro tip for people. Right, it’s a receiving and extracting. And but you better have your guard down when you do it and be relaxed. Otherwise, if you push back, they’re gonna shut down. And that’s not the intent.
Brad Giles 19:18
Well, a good filter that I’ve used before is asking that person and this was to close out that HR story, the coaching that I provided to her was, when you go in next time only ask questions like, you can ask clarifying questions. So which we start? We should Okay, I’m just so I can write your idea accurately, please, can you just expand on that a little bit. And that’s the only thing that this person was allowed to say. And then they went on and we went through subsequent quarters and I got better at it. But we had to repair the trust that was damaged because to your original point, they were shooting the messenger. They were the person was like, I’m not gonna do this anymore. I’m not gonna get it.
Kevin Lawrence 20:03
I’ve seen this so often, Brad. And it’s always in with executives because sometimes they feel insulted or bothered by the stuff they’re hearing. And they want to judge those people. And if you Yeah, it was its self-management and it’s EQ, it’s you got to have a pretty good EQ on this, or just ask questions and have no opinions.
Brad Giles 20:26
So another quick example, on the point that you just made, there was another leadership team, and we introduced a separate to the first example. And so what we did is we introduced the concept of the START-STOP KEEP now his leadership team. They were they thought they were ticking all the boxes, they were very confident in who they were they I’d push back on and say, well, it doesn’t really look like we’ve done this, right. And I’d be like, Now don’t worry about it. Let’s move on. So I had this kind of you remember, there was a cartoon called Spider-Man? Well, he had this Yes. the thing called the spidey sense. Yep. Right. Well, I had this kind of spidey sense that, if they were doing it to me, they were doing it in other parts of the business as well. And so we went through and we, we kind of stuck to the rhythm of the start, stop, keep, and we got the middle managers, not the leadership team to conduct some surveys. And there were some brutal truths in there that they didn’t want to hear, which is, we’re good. But we’re not great. Like the things you say, when we when you saying we’ve executed something, we haven’t really, really done a good job of it. And yeah, so you know that that was it an example, not so much of don’t shoot the messenger, because that worked. But it can start to stop Kate, when used in leadership, teams like this can really unlock some important facts when a business that you may not anticipate that your ego may have left you down on.
Kevin Lawrence 22:09
Yes. And that, my friend, is why I often in the organizations work with like to do this and incorporate this into surveys we do around all of our quarterly meetings. Because if you’re an executive, and you’re not an A player, your a B player, or a toxic A player, right, a high performing jerk, well, you’re gonna go do and start-stop, keep your filtering that information that comes up to us. Because you’re doing it through your team, generally, you’re not going to let the stuff come up that I probably actually really need to know. And that might show what’s going wrong within your team. So that’s also why the conversation version I love, particularly unhealthy environments. And it’s a great conversation to have, but it’s also why I like doing surveys because you go right to the source. And people can’t corrupt the data on the way up. There are pros and cons to all of them. And in a healthy environment. I think it’s’s very, very powerful exercise. And I think there’s probably you know, like, like everything, there’s a combination, that’s probably the ultimate,
Brad Giles 23:21
what’s really important is this is a qualitative response, not a quantitative, so quantitative, we might have an employee Net Promoter Score, or a C set type score, you know, look for employees, some kind of measure, number, but this is the qualitative stuff. And we don’t get that rarely. So on to our next point, it’s important to analyze the data and discuss it as a leadership team. And not only to actually analyze it to talk about what is actually happening here, because it’s very easy. And I’m seeing as many times where starts, keeps are conducted by businesses. In the beginning, they’re talking about it, and then it just kind of gradually gradually gradually drifts away. And then suddenly, it’s still being conducted but no one in the leadership team is actually looking at it. So building it as an agenda item into meetings. 10 minutes, we’re going to talk about the START-STOP KEEP is really important. And then capturing that history as well. So you’ve got a searchable database so that if something keeps popping up in your stats, caves, you’re able to look back into the past and say didn’t Haven’t we had this as this keeps up keeps on recurring this item.
Kevin Lawrence 24:54
Yeah, absolutely. And although it sounds simple, people are busy. There’s a lot of stuff right? going on when you’re running a company, and that’s why, you know, what are the key things, and you’ve talked about this, you know, I talked about this earlier, but it’s having someone that owns it to make sure that it stays alive. Right, just like Normally, we would have somebody who owns the customer feedback or customer, you know, customer satisfaction, data and insights and making sure it gets acted on making sure some owns it, though, I have a company that I worked with, and going back more than a dozen years. Now, this was employee feedback, but it’s a sort of customer feedback. So the company the growth had stopped. Right, the company had grown 50 to 100 at least 50% a year over a decade, just growing. It was an unbelievable company. And the growth stopped installed. And they called me in. And so I’m, you know, doing my due diligence, asking about stuff. And I’m like, and the economy was booming. And the executives are telling me stories, oh, is the economy’s tough. And all this. I’m like, no. And I said, Well, what about our customers? Oh, they’re thrilled. They’re our customers. And I quote, it’s like a tap, we just turn on the tap if we want more, more revenue. And I’m like, that’s a little bit arrogant. Okay. And then I said, Well, do you have customer feedback? Yeah, we got an amazing system for customer feedback. Awesome. What are the customers saying, oh, they’re just thrilled. Okay. Can? I see it, and I happen to ask to see the data. And on my trip home, I was reviewing the data. And ever seen cartoons where the steam comes out of the person’s ears because I’m so angry, or they just drank a bottle of hot sauce or something. Like my ears are red, there’s steam coming out, I’m so angry. Because it was like 500 lines of data in a spreadsheet because they were a very transactional business, many, many customers. There were three patterns, the customers were screaming, I could hear the yelling inside my head. The customers have all pissed off about three big things. So they had this beautiful process to gather the feedback, beautiful reports. Nobody looked at it because nobody in the executive was accountable for it. Yeah. So you know, it took another two years to get the growth back. Once you kill the growth in the business, you’ve got some really fundamental issues, and you got to fire it up again.
Brad Giles 27:29
So just to clarify that story. The reason the growth had stalled, which was because of those three issues.
Kevin Lawrence 27:39
Yeah, because their customers were pissed off. Yeah. And you could look at it and you could read it, and they kept but they’ve been screaming about the same thing for months and it hadn’t been addressed. the executives rolling the little Happyland. And they were not really good people. They’re under Happyland. But it’s all good and blah, blah, blah, and they couldn’t figure it out. Well, you know, killings. So that’s about customers, this, we’re talking about this more from employees, but someone’s got to be accountable for it. There should be some measure that’s regularly reported, whether it’s a KPI or just a task at the executive level of the leadership who needs to be paying attention to this stuff. So as an interesting distinction, we did a bunch of work in a company with bain, the consulting firm that created the employee Net Promoter system, yes. What they called with these tasks is when you analyze it, inner loop, and then outer loop, the inner loop is the stuff that we can act on. Within our existing systems and processes and policies. Outer Loop, we need to change something substantial in the business and it’s a bigger long term project. So when you gather a lot of this, you can there’s the stuff that people should just deal with on the spot. That’s different, but you know, is its inner loop is it’s with it’s something we should investigate and work on. The other is Lail. changing our compensation policy, the outer loop, changing our it backbone, outer loop, you know? Yeah, anyway, it’s, it’s when you prioritize them, there’s like the stuff we can deal with, and then stuff that we wouldn’t have to deal with later on.
Brad Giles 29:25
That’s good, and I’m thinking back to the cars when you saying that I’m thinking okay, so the car example is, is there anything that we can do about it, but it’s good because it helps us to very clearly segment? What is that to go back one second. About the ownership. There’s got to be an owner to it. That I don’t think that the CEO needs to own it, but I think it’s important As an agenda item, so that means like it’s got to be, I think, a non-negotiable, it’s got to be discussed by the leadership team at some level, even five minutes, a week or a month, whatever it is. dedicate time to talk about it.
Kevin Lawrence 30:17
Yeah, keep it on an agreement. So the fifth thing that we had on our top five that we listed out here was empowering people to act on no brainers in a moment, which we’ve already touched on. But I want to share an example company I worked with, in the US what they did this exercise wholeheartedly, and it was the stops, that they felt would be the greatest value of this particular quarter. So they had all the teams protect, prepare their stop lists of things that wasted energy, time, friction, whatever it happened to be. And they all in their meeting, on a flip chart, we listed all the major things that they would love to stop doing mostly in their department. And then they had another one that was company overall, almost in hindsight, like inner loop and outer loop, the inner loop being their department, the outer loop being the company overall, and maybe somewhere else. So we took the ones that were there in their area department, they put it up on the wall in their department. And the goal on the quarter was to clean out as much of the list as they could. It was like an internal court, internal competition, to clear out the stop. So I when I was doing a tour of the business, you know, and I’d already been working with them for a little bit, but I was in seeing the office. And there were all these stop lists with these cross marks on it. And people were so proud to tell me about it. Because it’s, it’s, you know, you gotta remember, we’re not always trying to create more work or more decisions at the, at the executive level, a lot of times you can empower people and it became part of their project for the quarter. And so that’s just not, it wasn’t just the easy stuff. It was stuff that required, required work. And it was really, really powerful. I have another one though, I want to say though it’d be careful of because of another cover that took it way too far. We did a quarterly theme called I think it was batting 1000. And we wanted to create 1000 ideas that would improve, improve the business, but ideally eliminate waste. Like the strip. Yep, Lex goes in the direction of stops. It was a play on stops, things that would eliminate and eliminate wasted time, money and energy. But when you have 1000 ideas, it took a whole quarter to figure out how to process them. It sounded like a great this is going back 15 years ago. And in a moment I didn’t catch it. It sounded awesome. And we were so excited. We had this amazing launch and all this stuff. But it became all the stuff like a bottleneck with the executive. And it was way too much, even though it was a lot of good ideas.
Brad Giles 33:04
How long would it take you to read 1000 ideas alone, a long time.
Kevin Lawrence 33:12
Exactly. So they made the mistake of having everything flow up. You want as much stuff left and managed where it is. Right? And that people like that example of the flip charts on the wall.
Brad Giles 33:25
Yeah, start stop keeps are great for the whole business. But they’re also great for departments like in our department only let’s draw ring-fence around our department, what should we what’s in our control? What should we start stop and keep doing in here that can be like this is this is not just in the format that we’re talking about where a leadership team is gathering qualitative information. This is a tool that you can use anywhere I remember the first time I came across the START STOP KEEP tool, maybe 15 or 20 years ago, it was at the entrepreneurs organization where the President of the day got the whole chapter, let’s say 50 or 60 people into a room and said, what should we start doing is a chapter, right, all of the ideas from the group on the whiteboard, which we keep, which we stopped doing, which we keep doing. And he just had a fully inclusive process with every member. They all got to contribute. And then they prioritized the kind of the top five things from all of the ideas. And everyone walked away feeling like they’d been heard like there was a plan. It was such a simple and effective way in a different format than we’re talking about.
Kevin Lawrence 34:45
Yeah, it’s a great example. So this is not rocket science. The whole idea here is to gather some good feedback of how we can improve the business and make things work better and stops are critical, because stops allow you to free up bandwidth and take energy or resources, waste on something unproductive, or, you know, things that are distracting or anything that doesn’t bring something good and reinvest those, because we have finite resources. So it’s a simple tool to gather the feedback and ideally, even the value of getting people to think about it. And then they do it themselves. And then for the bigger, juicy things, they’re things that the leadership team can work on. So it’s a basic thing. So Brad, let’s, let’s review kind of our top five things that we’ve suggested here.
Brad Giles 35:39
So number one, don’t fail to close the loop. So we don’t want people to be conducting stand stop keeps that who were being vulnerable, coming up with ideas, and no one’s coming back to provide feedback in a public or private forum in whatever form it is, like, when someone presents an idea, we’ve got to pay that respect by saying, yes, we’re gonna do it or no, we’re not directly all across the whole organization in some form, within the context that we provided earlier, number two, don’t shoot the messengers. The job of the person who is collecting the data, is to collect the data, their job is not to protect the company, it’s not to defend the company, or any decisions of the company needs to get the most accurate and honest feedback that they can number three, analyze the data as a leadership team and discuss it look for trends patterns, have historical stats, keep information that you can search and look for. And then number four is prioritize the top few to deal with at an organizational level. So we want to, there’s always going to be an overwhelming amount, what are the most important things on our mission at this point, have someone to own the data set have someone to own the start keep process and then empower people to act on the no brainers? So if someone’s saying, I think one of the things that we should do is we should move the printer in the office, from that side of the office to that side of the office, just get empower them to do it. If it makes sense. And it’s logical. Get on with it. Some of the things are not worthy of the leadership teams time. But they make great sense. So people are empowered. And then finally the bonus. Have someone that owns the start, stop keep the process on an ongoing basis. And dedicate that time to your regular meetings.
Kevin Lawrence 37:50
Pretty great list. Again, it’s not rocket science. And it helps for you to get better perspectives and get people engaged in what you’re doing. And whether it’s a normal health check in the business, whether it’s tied around your annual planning, it doesn’t matter. And my favorite of all of these things, that’s all good, but doing it at the end of a quarterly meeting at the end of a project or anything. So it gets us to stop, reflect, and then figure out how we do better next time. So thanks, you guys for listening. This has been the growth whispers podcast with Brad and I’m Kevin. And so for the video version, go to youtube.com and search for the growth whispers you’ll find us there for Brad evolutionpartners.com.au and for me, Kevin, it’s Kevin or just go to Lawrenceandco.com have a great week. Keep learning start, stop and keep.