Lean Sales and Marketing is built upon the philosophy that there has been a subtle shift to knowledge as the way to engage, develop and retain your customer base. The sales and marketing team must act as a vehicle to cultivate ideas not only within their four walls but more importantly from their customers and markets. If this is true, how do create new knowledge? How do we learn? Most studies show that we learn best by doing and by being forced to resolve our perspective with those of others who disagree with us. This means that you have to encourage contradictions and be willing to push the envelope with your customers.
This is a strange paradox. Disagreement with your customer can hardly be seen as a positive mechanism for sales and marketing. However, it is the embracement of this understanding that will move your sales and marketing efforts to a higher level of performance.
Can you disagree with a customer? Can you purposely cause tension? You must! You must move away from the comfort zone and create a healthy tension and instability in your sales and marketing process. The first step in doing this is that you must create an atmosphere of respect. It is such an important function of Lean Sales and Marketing that I asked Dr. Michael Balle to define respect within a Lean Company. This is what he said:
The next step in the process is surprisingly easy but difficult to do. It is the process of reflection or in Japanese, hansei. There are three key components of hansei:
- Recognize that there is a problem – a gap between expectations and achievement – and be open to negative feedback.
- Voluntarily take responsibility and feel deep regret.
- Commit to a specific course of action to improve.
The first step, acknowledge that there is room for improvement is not that difficult. However, putting a number to it may be a different story. When we create a performance gap we identify 2 things, one where we are at now and where do we want to go. Of course we may not get there overnight but there will be limitations. You have to determine what is realistic to achieve. A simple but effective way of looking at it is, “From what to what by when”.
The second step can simply be stated – don’t look for excuses. Take responsibility, feel a little humility and move forward. Without this, you will never fully release from the past and it may be much more difficult to bring fresh ideas to the table.
This is your action plan to move forward. However, without step 2, you will seldom be passionate about step 3. It will just be another effort and ownership will be limited. Ownership cannot be done without an emotional attachment.
The steps of Respect first, Reflection second will drive the 3rd step of Kaizen or continuous improvement. This is the process and culture of PDCA in your marketing cycle. It is the embodiment of tension, a performance gap to send you off on a new path. This path acts as expanding spiral of co-creation of knowledge with your customer that will be truly valued. THE ABILITY TO SHARE AND CREATE KNOWLEDGE WITH YOUR CUSTOMER is the strongest marketing tool possible.
Few companies will take this path. Few companies will take the time to develop the level of respect required. Even fewer will use hansei and look at performance gaps releasing their own pre-determined reasons. Few will ever practice continuous improvement in sales and marketing.
Will you?
Related Information
Dr. Michael Balle is the Gemba Coach at the Lean Enterprise Institute
The Future of Marketing is Lean
Why Lean Marketing? Because it is the Future of Marketing
PDCA for Lean Marketing, Knowledge Creation
Lean Marketing Creates Knowledge for the Customer
