Making it personal

In my last blog, I made the case for simplicity. But, people* say to me, doesn’t mean that you are applying simplistic, one-size-fits-all solutions? No, I retort, not a bit of it, glad that they’ve raised this very issue, as it gives me the opportunity to talk about my approach to research. Again.

Yes, looking for the simplest, biggest picture is a guiding principle of mine. I want to look for the fewest actions that will have the biggest effect on the most people. But the detail of how you do that is crucial.

And that’s where research comes into its own. Specifically the qualitative. Any quantitative that you have done will serve to point you in the right directions. But it is by talking to people, in depth, that you will get to the core of the issue. It is them who will help you to understand what works well, and what can be improved, and suggest what may be introduced.

By asking the open questions that you simply can’t do otherwise, you’ll see where issues are - they’ll be front of mind. But you also see where issue aren’t, what is obviously already satisfactory, or just off-the radar. Dig further into what you uncover and you’re understanding not just, say, that communication is an issue, but whether it’s about frequency, channels, transparency, tone, attitudes, or whatever.

So too, it’s only by speaking to the people in the organisation that you will start to uncover the culture of the business and what works well there. How and why are people most inspired and persuaded? What improves the chances of engaging them and enabling them to perform? 

I want to work with people to find recommendations by them and for them. I do want those simple solutions, but I want ones that absolutely fit the business that they are designed for.

* By “people”, I mostly mean the conversations I’m conducting with myself…