In Order to be Flexible, Be Inflexible
One thing that I have learned through observation is that we (people), especially within a working role, can be very contradictory. We love processes. We like to distill the things we can do into little efficient packets of potential accomplishment and then sell those packets out to our partners. On paper, this notion looks like the recipe for a well-oiled machine, but in practice the dirt and grit of the real world can really wrench things up.
The opposing force to our beloved processes is flexibility. Be flexible! That’s what everyone wants from you because, a) they don’t care about your processes, they care about theirs, and b) “git ‘er done” is the overriding mantra of success. If you aren’t getting it done, you’re not a team player! So it isn’t long before your process breaks down because someone came to you needing step 5 done tomorrow on a project you didn’t know about, or a process that should take 2 weeks for maximum effective outcome is asked to be completed in 2 hours. It happens, and in all likelihood, you got it done! Go you, you’re flexible! But your well-oiled machine? It’s making some terrible squealing noise, spitting up smoke, and you’re pretty sure if you remove that piece of duct-tape from the side of it the whole things is gonna collapse.
So what’s the answer? There are a few choices you have, so let’s break them down.
Continue as is, that’s life, deal. The funny thing about this one is that after having the problem presented to you, this seems like the worst thing to do, but really this is the most adhered to solution.
Start saying no. This is an interesting solution that has its trade-offs. On one hand, no tolerance will help your business partners understand very quickly what they have to do to get things done, but at the cost of a lot of pain felt by them. A lot of our governmental systems take this approach because, well, being flexible for 300 million people could get a little hairy, and we all know and have felt the pain of the DMV. I think this route can be chosen only when their is so much disregard for your processes that your output is legitimately hurting your overall business.
Finally there is the hybrid approach. Are you surprised? Everything in moderation, slow and steady wins the race. Yes, unfortunately, as in many situations I don’t have a magical answer that will solve all the problems. The hybrid approach looks something like this:
Identify in your process the things that can vary, or be the most flexible, then identify the things that can not change or be flexible. This gives you 2 things. It gives you the ability to focus on the things that can vary more, and with this newfound sub-set of flexibility you’ll be able to handle it better. It also gives you the ability to compromise with your partners. You no longer have to say, “no” but you can point out the places in your process and their request where you can be flexible and can’t be flexible. This is going to be received much better. Over time, you can use this compromising opportunity to reinforce how your process is meant to work, and with some luck, you will be doing your most effective work in the most effective way.
