The Effective Executive – The 95 Method is NOT a Prescription

Veteran, new and aspiring executives need methods to be successful in their organization. There are 1000s of leadership podcasts, videos, blogs, and articles but few authors address what to do or how to do it.

We have witnessed many executives who are efficient (doing things right), but few executives are effective (doing the right things). We believe this is misguided and aim to remedy the shortfall with executives.

This is the 31st episode of the Effective Executive podcast. In this episode, Tripp Babbitt how the 95 Method works and why it isn’t a prescription.  Download our Effective Executive Starter Kit.

Show Notes

[00:00:00]
The Effective Executive Podcast – Episode 31

[00:00:16]
Episode 31 – The 95 Method is NOT a Prescription

[00:01:45]
Synthetic Thinking Sills Importance

[00:04:54]
Organizational Beliefs and the Thinking Lens

[00:06:50]
System Map – The Touchstone for You, Your Team, and the Organization

[00:08:17]
The Aim, Customer Creed, and Your Organizational Story

[00:09:50]
The 95 Method(s) are Learning Methods

 

Transcript

[00:00:00] This is the 31st episode of the Effective Executive podcast, and I also make this for the YouTube channel also. So you’re watching the video or hearing it on a podcast.

 

[00:00:16] This week? I wanted to talk about the ninety five method, which is my method that I came up with. It’s cobbled together by a number of things that I believe are leverage points in organizations that when they do them well, they seem to have greater success. And after a couple of conversations this week with executives and also with a friend of mine who owned, in fact, company down in Florida, I thought, you know, I need to make some clarity and I don’t want to make this a big advertisement the same time and want people to kind of understand what the ninety five method is and what they’re going to get out of it. And so this week I wanted to talk in terms of the ninety five method is not a prescription. In other words, when I talk to executives, there seems to be some either hope or they believe I’m providing them the answer and. Or a prescription for their organization. I guess if you consider Method’s a prescription and might fall into that category, but I’m finding that people kind of either want to done for them or they want a prescription and, you know, tell them what to do.

 

[00:01:45] And I wish it were that easy to get a good. Method into your organization that allows it to continue over a period of time and change and be flexible. So the 95 method is made up of methods, so the foundational piece that I have out in my executive education program is one for synthetic thinking, which I’ll come back to in a minute, but also building ones for decision making, innovation, executive data analytics and organizational design. Now. With synthetic thinking, White began, there is to me, it lays the foundation for everything else. In other words, if you if if you’re not a good synthetic thinker, I don’t believe my personal belief is that you cannot be as good an executive as you could be. You’re an analytical thinker for the most part, and most executives are analytical thinkers. But synthetic thinking is going to give you new insights. It’s going to it’s going to have you see things in different ways. And because of that, you’re going to come up with more creative solutions and new ways of looking at the problems that your organization faces. So just as a reminder, again, trying to make this an advertisement, but when you’re going through and you’re developing your synthetic thinking skills, you’re looking through the customer lens, you’re looking at your own organization as a customer would, and that by itself gets you out of the office and to where customers interact with your organization.

 

[00:03:45] And this is going to give you insights because and one of the interesting things in working with executives, they always say, oh, whether the front line people are doing the policy or the rule or whatever the way that it’s supposed to be, and that’s irrelevant. They’re doing it the way that they believe is what you taught them as an organization. And just because it doesn’t match with what your expectations are, these are the things you begin to find out or what’s the amount of stress that you’re putting on customers when they’re calling in or whether you’re able to give them end to end solutions. These are things that executives need to be engaged with on a daily basis. Because it gives you a perspective that most of the other people are going to use anecdotally because someone told them, you going there already set you from every other executive typically in the organization. So that’s the first step. And then the second one is looking through what I call the thinking lens.

 

[00:04:54] And, you know, maybe not the greatest words, but I would say it’s looking at your organizational belief system. What whether that’s conscious or unconscious. A lot of times I say, you know, why do you think this way? I don’t know. It just always was that way.

 

[00:05:10] Well, that’s OK. But know what it is. And especially around things like motivation and control. How do you think about those things are typically. To areas that influence how you or your organization operate, so you need to be conscious of them. And again, I don’t dictate to organizations what it should be. I can share with you experiences that I have, but every organization is different. So your solution in your organization is going to be different than somebody in the same industry and their organization, because you’re different by people, you’re different by a number of things. And this is the nature of systems is that they’re all different and trying to copy somebody else will always leave you behind the person you’re trying to copy. So you’re going to come out, come out of this my my executive education program with something unique, something authentic, if you will, for your own organization. So you’re looking through this customer lens, they’re looking through this thinking lens, and then the end product really is a system map. Now, I usually suggest that executives go through and do this on their own first because it gives them, you know, any change in thinking has to be done. Personally, it’s I can’t convince you. You have to see for yourself. You have to go and listen for yourself in order to make changes in the way that you think about things.

 

[00:06:50] What I do is set the table for you with the education program. So the system map, the again, the end product is is that is the system map. And it becomes a touchstone not only for you personally, but usually I suggest that an executive takes their team through the process also. But if you’ve been through it once, then you’ve got something that you can take them through. Yes, a lot of times people hire me in order to come in and and do, you know, do it for them that after they’ve done it. And that’s OK. As long as they’ve they have an understanding of what’s going on and how the the system works. So this touchstone in the system map, you’re going to be developing a customer creed. What’s important to the customer is what what that’s made up of of what you learn from listening to customers, what your aim is for your organization. I don’t believe that an executive can come up with or an organization can come up with a good aim without synthetic thinking skills, without the ability to look at the whole as opposed to the parts. It’s very difficult to look at a part and determine what the whole is supposed to be doing. So developing that aim or purpose for your organization becomes a lot easier.

 

[00:08:17] And then coming up with a story and narrative that people can get behind something that they’ll remember. Because if you’ve got a customer creed sitting there and it’s important that we don’t pass on a phone call to somebody else, that we stay with it or whatever comes out of what you learn from looking through the customer lens becomes part of what your organization is about. And then developing a narrative, a narrative to follow that people can remember a story. People remember stories. It’s in our DNA, you know, all the way back to cavemen and cave women. So all the work that you wind up doing in synthetic thinking, that sets up the other methods. What you’ve got to understand how your system is and you’ve developed the customer created the aim, the story in the narrative. Then you get clarity on your priorities and a clarity on the aim and the creation and your story. And with that, then the answer for your organization appears from what you learn, and this makes this system a bit unique than the rest of them. I’m not dictating the way your organization should be because I know I can’t. It’s going to be the way that you need to design it. But I’m going to make sure that you have the methods to be able to learn and continue to learn.

 

[00:09:50] It’s one of those things at once. You’ve set up for each of these methods they have inherent in them a learning methodology for decision making, for innovation, for data analytics, for. Organizational design, and so where you start after that usually becomes pretty clear after you’ve gone through and looked at your organization. Now, again, I start typically with an individual. Sometimes people want to do it with their team. That’s fine, too. But I usually work with one person very closely, the executive that’s involved. Or if you’re an aspiring executive, I’d be working with you via phone calls and things of that sort as you go through and do the education program. But all the methods ultimately give you really an unprecedented advantage in your career and against your competitors developing authentic systems that can deliver a unique service or product. This is something that the marketplace is always looking for and these methods will deliver that for you, but but it begins with an individual and them taking and going through and changing their own thinking about the way that they see things. And then everything kind of falls in line from there. So, no, the ninety five method is not a prescription. It is yet. It’s something that appears from what you learn, and that is something that will create that authenticity for not only you, but also your organization.

 

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