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[00:00:06] Mind Your Noodles Podcast – Episode 64
[00:00:27] Episode 64 – Setting Priorities in Your Organization
[00:01:11] The 95 Method Thinking
[00:05:48] Financials May Be the Focus
[00:07:12] Shotgun Approach to Customers
Tripp Babbitt: [00:00:06] Take care of the brains that take care of you with a Mind Your Noodles podcast keep you up to date on the latest neuroscience research and practices to keep your brain healthy and strategies to help your organization brain friendly.
Tripp Babbitt: [00:00:27] This is Episode 64, the Mind Your Noodles podcast. My name is Tripp Babbitt and I’m the host of this podcast. And in this episode, I’m going to talk about setting priorities in your organization. So as I’ve studied different organizations, what I found is there are really four things at play in most organizations. One is the aim, the customer. The methods and the financial. So let’s let’s just talk about these four things in the ninety five method.
Tripp Babbitt: [00:01:11] We, in essence, believe that you need to establish an aim for your organization. What’s the purpose of your organization? What’s the narrative?
Tripp Babbitt: [00:01:20] And so that becomes the first component. Then from there, because we’ve now identified with the purpose of the organization, is we would look to the customer. So just as a for instance, my executive education program, AIM, is to help executives.
Tripp Babbitt: [00:01:44] With new ideas, I have three different types of executives I’m targeting.
Tripp Babbitt: [00:01:49] One is an existing executive looking for new ideas, a new executive either new to a company or new to that position that’s looking for ways to acclimate themselves to the organization and and create value in that organization or somebody you in an aspiring executive that is looking to upgrade their skillset in order to become more effective. And therefore, when they get into an executive position, they they have the tools. They have the method to be able to be effective in that position. So.
Tripp Babbitt: [00:02:29] By virtue of that. There may be other people that by the executive education program. But that’s my that’s my target audience. That the purpose of what I’m building is towards those three different types of executives. Now, once I have my aim established, I have a certain group of customers. I’ve got to find out from those customers what’s important to them.
Tripp Babbitt: [00:03:00] And in some cases, this might be if I’m buying a product or service, it may be things like when I want to deliver that service, when I want to deliver that product, whether it’s a red one or a blue one.
Tripp Babbitt: [00:03:16] So there’s a number of things that that play into this, finding out what’s important to customer. And we begin to set up targets. The customer does. They identify Target. I need it by Thursday by 10 a.m.. That’s a target. So if I miss that target, if I’m too early, it might be costly to me because I’m getting it two days ahead of time and rush to get it there. But they don’t meet it until Thursday. Then there sometimes is cost associated with that. If it’s late, then I stress the customer out because they needed it by tonight, 10:00 a.m. on Thursday. So that kind of defines around what I’m doing with the customer in the ninety five method. Then we go to something like innovation. W. Edwards Deming famous quote was know no one ever asked for a light bulb.
Tripp Babbitt: [00:04:08] So we’ve got to have a way to innovate for a customer because they’re not going to know what they need. And by having scuse me. Deep understanding.
Tripp Babbitt: [00:04:18] Of the customer. We can begin to innovate for them and produce new products and services that can take them to the next level. Now, in order to do that, I’ve got to have methods to achieve hitting these targets and doing the innovation. So in the ninety five method, I’ve mentioned that there are four different methods that I believe organizations need to have in them. One is a structure that helps support that. That’s design customer in a method for innovation, a method for taking data to useful knowledge and a method for making decisions.
Tripp Babbitt: [00:05:04] So the aim, the customer, a method to achieve what what the customer needs or wants. And then at the very end are the financials, your income statements and balance sheets. So if I do everything right with my aim and my customer and my methods, the financials take care of themselves.
Tripp Babbitt: [00:05:29] Now many organizations I worked with do different things.
Tripp Babbitt: [00:05:35] And what we want to do is understand what it is that they’re doing right. We won’t understand what their thinking is looking through that thinking lens. That’s part of the executive education program.
Tripp Babbitt: [00:05:48] What is it that they do with each of these four things? And I can tell you, many of them have lost their way. And how they lost their way? Well, they put financials at the beginning. And everything else kind of comes after that, we’ve got to hit our financials and everything becomes the focus of hitting the financials. But they forget about what creates improved revenue and decreased expenses and things of that sort. They focus themselves on just the financials and forget about method. They forget about customer. They forget about what their purposes. So putting financials at the top and everything else below it.
Tripp Babbitt: [00:06:32] I often see as a huge mistake in organizations. Now might be working for you. That’s great. Then keep doing if something’s working for you. Go for it. If you want to look for other ways other thinking than going from aim to customer to methods, the financials is the result of those things. Maybe the way to go for you. Now I see other people that focus a lot of methods. You know, I’ve got a method for innovation. That’s great. So what? Who are you serving? What are the methods to help you achieve?
Tripp Babbitt: [00:07:12] I have see I see a lot of people with customers. They take a shotgun gun approach. In other words, what they do is they go out and say, oh, well, we’re going after, you know, who’s your customer? Well, it’s everybody. Then again, a shotgun approach associated with going after everybody often means that you don’t get anybody. And so establishing what your purposes, who your target group, group or groups of customers are helps you focus your effort and define what’s important to that particular group. Setting targets and then being able to innovate for them.
Tripp Babbitt: [00:07:59] That is the way that we need to look at this. So you can move these around any way that you want. But in essence, the ninety five method is set up for AIM customer methods and then financials at the end. And this is is the subject of the executive education program is not to preach, but in essence, to say thoughtfully, when you look through your thinking lens, what’s the order of things that you have in your organization?
Tripp Babbitt: [00:08:39] And what has priority on the things that you do? What I see as when people focus, especially in many organizations, do focus on the financials, that there’s dysfunction because they’ve lost track of really who they are or what they originally were set out to do with their particular purpose or their aim in their organization. It’s been lost because of we’re trying to hit these financial targets to look to to achieve a certain quarterly dividend or to make the owner happy or whatever the scenario might be. So I wanted this particular episode just to be something for people to think about when they look at their organization, when they look through that thinking lens. Did they start with an aim? Do they understand what the original purpose? Now, you may have to pivot on that. That aim. In other words, it may not be reaching anybody or it may be reaching out to small group to sustain an actual organization. So aims can be changed as you learn. But the important part is kind of establishing what that aim is and then pivoting on there or scrapping it or, you know, coming up with a altogether new aim.
Tripp Babbitt: [00:10:01] And then once we’ve identified where purposes, then there’s a group of customers that fit what we’re trying to accomplish with that particular set of customers, finding out what’s important, getting the targets. And then because we have deep knowledge of what the customer is doing, that we can begin to innovate for them coming up with new products and services and things of that sort. Then we’re, in essence, into the methods piece, I’ve told you. The four methods that that I believe have the biggest impact on an organization that’s structure the customer and structure innovation, taking data and knowledge, making better decisions, and how we go about making those decisions.
Tripp Babbitt: [00:10:51] And then by virtue of having done those three things, that the financials will take care of themselves.
Tripp Babbitt: [00:10:57] So that was it for this week. I want to talk about that. The videos are all recorded. I have some challenges associated with trying to get my software available in the right way so people can access it, access it and purchase it. So you’ll be seeing something in some of the emails that I sent out where I usually just announce whatever this episode. But you’ll see something separate that I’ll talk about how you can get involved with the executive education program. That’s right.
Tripp Babbitt: [00:11:44] If you are an existing executive looking for new ideas or a refresh, a new executive trying to understand a new organization or an aspiring executive looking for a leg up on other people, that you’re competing for an executive position, the ninety five method provides executive education can apply. By studying your own organization, we’ll give you the necessary skills not taught at universities in synthetic thinking, neuroscience, executive data analytics, decision making innovation and a customer in organizational structure. You can get. A preview of the training right now at Mind Your Noodles dot com forward slash free or at the ninety five metho dot com for slash free. This was a limited time offer. Before we start to offer the executive education for a an investment that is undetermined at this point.