Having “real conversations” allows businesses to avoid being blindsided.

Consider the four guidelines to keep from getting blindsided:
1.    Be clear, be conscious and function with intention – Be on purpose. Ask yourself, “Who are we as a company? What is it we actually provide through our products, our processes and our service?” Those of you who have read my column for any length of time have heard me ask the question, “What’s the definition of the word ‘restaurant?’” In case you don’t remember, the actual root definition is “restoration,” or a “place one goes to be restored.” So, a restaurateur  is the “restorer of soul.” 

So what is it you actually provide with your products and service?  Peace of mind, trust, pride of workmanship, value? 

What possible way does being conscious about our purpose serve in not being blindsided? When the work we do is defined by purpose, then we must stay conscious about whether we’re functioning on purpose or off. The very act of this awareness can keep us on course, ever aware of competition, changing market conditions, new technology etc. Good enough isn’t, because, good enough is not on purpose.

2.    Communicate clearly and openly with your team and customers – If my brand is about excellence, what does excellence in communication look and feel like?  Can you confront the proverbial 800-pound gorilla in the room? If not, find out what it would take.

If you truly don’t want to get blindsided, learn to have real conversations. Can you talk about bad news and mistakes in your company performance? What can you learn from your mistakes? Playing it safe in communication is a sure way to get blindsided. Hear the challenges that face you and your team.

Here’s a hint how to do this: When you see finger pointing at people or issues being ongoing problems in your company, look at systems. I believe there are six generic systems pertinent to all companies. Each of these systems function in all departments, in all people in an integrated way. These six systems are:
•    Leadership
•    Processes
•    Metrics
•    Communication
•    Human performance
•    Accountability

Determine what is and isn’t working in each system.

3.    Scan competitors and internal practices – Best practices no longer reside only in the context of our own industry. To actually get ahead of our competitive environment, I recommend that we each explore the world and the best practices in brand management globally in different sectors.

Wake up and take the risk to utilize ideas that surround us in or outside our direct world of work. Let each of us open our teams and ourselves to what’s possible, rather than what’s not.  

When was the last time you asked your customers, your executives, your staff and yourself, “What is the emotional impact of dealing with our brand?” Ask this question in every touch point along any one of your brand channels. 

Find out how the emotional impact of your brand experience compares to anyone else in the world of business.   

When I think of the concept of an environmental scan, what first comes to mind is competition; this competitive perspective is appropriate.

At the same time, what other external elements are impacting you: the economy, service delivery in other industries, language capability to speak or not to speak, and technology shifts.  

What seemed a great idea three years ago for global call centers – the ability to support customer calls with a human being 24 hours a day – has increasingly been noted as troublesome, simply due to lack of language nuance and nomenclature, let alone getting a clear line. 

How do your vendors experience you? “Yeah, Company X – we won’t see that money for two more weeks” or – “Oh, Company Y, man, they’re amazing.  I never have to ask for payment, it’s there the day it’s due, like clockwork.”

Who do you think is going to get the next piece of work, Company X or Y? I’ll put my bet on Y.    

I have a client right now whose sales are moving past $1 billion with a bullet. Great pains have been taken with logo, packaging and advertising to ensure rapid sales growth. At the same time, the CEO is acutely aware of the brand experience his accounting department creates in accounts payable. The CEO says the excellence its products stand for and its marketing holds true for the trust a small vendor has in getting paid on time.

What is a small payable for his accounts payable team can have life-threatening impact due to its vendor’s cash flow and accounts receivable. “Paying our bills on time is a ‘brand’ experience,” the CEO told me. “Our brand commitment is to walk our talk. We pay on the due date, period.”  Translation: “You can count on us – our brand is all about trust, and we live the brand experience. We live on purpose.”  

This internal scan in accounting is rare, and critical to not getting blindsided. When was the last time you did a scan of your internal systems from a brand statement? Doing so is a surefire way to avoid being blindsided.

4. Practice ongoing strategic planning – from purpose – In my book, the days are gone for annual strategic planning. Imagine heading from Chicago to Santiago, Chile, on foot. You can only see to the horizon, so be prepared, and also be flexible and agile. Be prepared to the best of your ability to have the right gear, the right tools, the right equipment and the adequate funding to make the journey. At that same time, you’ll only understand the journey, so you must course-correct as you realize the horizon is shifting and you see more.  

The irony is that what was slow and arduous on foot is now just as troublesome, and can be just as surprising at the speed of the Internet and jets. 

Things change, often rapidly, so plan and be prepared. Those of us that can adapt may get surprised, but we will not get blindsided. Remember why you’re really in business and stay awake. Keep learning, consciousness is key, learn to love the growth and challenge of ongoing change, and change. Or get blindsided and blame something or someone. We all face these choices.

Rudy M. Miick, FCSI, president of Miick & Associates, can be reached at This e-mail address is being protected from spam bots, you need JavaScript enabled to view it or 720-641-7565.