Security Sales & Integration August 2021 - 57

EXECUTIVE DECISIONS
Business Fitness by Paul Boucherle
Adjusting to and
Implementing
Change (Part 2)
Following a
proven process
will deliver
stronger team
building,
communication
and new
thinking to
address the
realities of your
business model
in positive ways.
▶ WE LEFT OFF LAST MONTH with some
insights on how change impacts your organization,
recruiting and managing existing talent to
reach your organizational goals. Change is the
only real constant in life. How you personally
adapt your thinking, guide your teams and serve
your customers in more eff ective ways will depend
on the actions you take today. Th e biggest
concern with our executive clients is not ideas; it
is execution of those ideas.
Last month, I left you with the process of the
Matterhorn Action Process Plan (MAPP) and
specifi cally engaging your team with collaboratively
mapping out new processes to manage the
changing fl ow and rapids of the security rivers
you must safely cross.
Th e MAPP process accomplishes better execution
of strategic plans. Following a proven process
will deliver stronger team building, communication
and new thinking to address the realities
of your business model in positive ways. I would
like to share the value in doing this process before
you consider committing the time and expense.
1. Th is process will help expose the gaps in
what you currently think is being delivered in
business value, bottom line profi tability and
meeting or exceeding customer expectations you
promise with current marketing messages.
2. It will provide insights on how your team
Paul Boucherle, Certifi ed
Protection Professional
(CPP) and Certifi ed Sherpa
Coach (CSC), is principal
of Canfi eld, Ohio-based
Matterhorn Consulting
(matterhornconsulting.
com) and an SSI Industry
Hall of Famer. He has more
than 30 years of diverse
security and safety industry
experience.
securitysales.com
views challenges to delivering business promises
under current standing operating procedures.
Th is can elevate roadblocks in productivity, associate
motivation and talent retention. When
processes hinder associates from doing their best
work, frustration will ensue, guaranteed.
3. You will be able to better identify the A players
from those who need coached or need more
attention and training. A great missed opportunity
for most managers is moving B players into
that A performance role. We all have had the unpleasant
experience of dealing with an unanticipated
resignation and the scramble to save them.
paul@matterhornconsulting.com
@swisssherpa
4. MAPPing processes visually provides a template
for cross training for organizational resilience
during unanticipated business challenges,
like 2020 for an example.
Th e MAPP process starts with prioritizing what
processes are underperforming or requiring a good
deal of management time correcting issues. Th is
can include sales, design, installation, logistics,
service or administration support. Ask yourself
where the most drama occurs, where profi tability
is challenging, or the most talent turnover happens.
Select something that will have the greatest
initial impact which will create interest from other
department leaders. Here is a basic summary of
the three-step MAPP process to ponder.
1. Have a designated team (two to three team
members and a team leader) draw the process
map of how they do their work today, from start
to fi nish. Provide instructions (Matterhorn Consulting
can provide), get some butcher paper,
tape it to the wall and turn them loose with a
starting point (i.e., contract signed or service call
received) through the fi nish point. Th is will include
process steps, decision points and routing
or feedback loops. It will be a bit messy the fi rst
time through and that is OK. Do not interfere;
let them draw/layout the process how they do it,
from their perspective. When completed, have
them share their process with the company.
2. Invite other associates/departments to add
comments, suggestions and issues in red markers
over the next week. Additional input as to how
others view a process can be enlightening. Th en
reassign the original team to review the insights
and comments to consider how the process
could be improved.
3. Th e team will then re-MAPP (new butcher
paper needed) the process for future implementation
including new needed tools, reconsidering
redundant time-wasting steps, and then present
the new process to the company.
Th e management team needs to evaluate, ask
questions and decide on the next implementation
step with that team. What roadblocks does
this team face, what training or tools are needed
to implement their new process? Listen carefully
to improve communication, trust and progress.
Th e dividend you will receive from everyone's investment
in mapping is time!
Mapping processes can reset the entire company
culture of communication and performance
in a hurry. Process on!
AUGUST 2021 Security Sales & Integration 57
http://www.securitysales.com
Security Sales & Integration August 2021

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