The Ed Eppley Experience
The Ed Eppley Experience

Episode · 2 months ago



I shared in an earlier minilog how 2021 has been the real year of Covid. It's also why now more than ever, leaders need to be be capable of thinking in disruptive ways. With all the uncertainty and difficulty in supply chains and finding people, this might be the time when you need to consider new and different alliances and partnerships. Maybe even different kinds of customers or suppliers. Listen and be prepared to consider options you would have never considered in the past! 

Welcome to the Ed Epley Experience Minilog let professional management expert Ed Epley inspire you to take action onbuilding a more sustainable, smart and healthy business. Hey, it's at Eppleyback for another mini log. Hope you're weeks going well. I'm gonna push yourthinking a little bit today. Hopefully it'll be disruptive. That's the intentbecause today's mini log is about thinking way outside the boundaries ofwhat we would normally consider in order to produce the results that we'retrying to produce and need to produce in today's environment. I'm asking youto think in a very disruptive way because we are in very unusual times,you know, I've spoken about Veruca before, bouquet of stands forvolatility, uncertainty, complexity and ambiguity. Volatility is where we havethese wild swings in direction and or...

...consequence. So right now there's thesewild swings and commodity prices, you know, gold, copper, wood, plasticthings, that nature uncertainty is unpredictability. We really don't see atrend. It's, it's really hard to know which way we're going to be movingcomplexity. You know, I'm thinking about still in restaurants where youhave to spend money to put partitions up between booths so that people cankeep socially distance. That added complexity to the business. Andambiguity is where there is very broad open interpretations about a statementof rule regulation and it can be interpreted dramatically different. Soit creates again opportunities for hesitation if there's a lack of clarityabout what the rule actually means. So in this area, this arena of BUCA partof the challenge of that is the ability to produce the results we wouldnormally produce may not be possible using normal methods and actions. So wehave to be open to doing things...

...differently. So if we're going to gooutside our comfort zone, I think we need to go way outside. And I'mreminded of the Seinfeld episode where George Costanza, if you are familiarwith the sitcom, George chose for a particular period of time to do theexact opposite of whatever his instinct was. And it was remarkable how muchbetter his life was. I'm not suggesting that in everything, all things weshould do the opposite of what we're thinking about, but there's probably afew things were going. The opposite of what we would normally do might be inour best interest. So I want to run a few concepts or potential areas tothink differently by you to see if we can spur some thinking that might bedifferent. Number one, Where should I consider collaborating with acompetitor? Where would a competitor that I would normally fight? Maybe Ishould seek them out and say how could we do something together That would bein both our best interest? Another...

...thing to think about is Changing theway we compensate people. For example, right now, I know organizations in someparts of the country are paying $28 an hour for people to start. That is adramatically different wage scale than they've used in the past. And they'rethey're doing it. And in some cases I think you would say they're beingsuccessful from doing it. I'm not saying you should, but I'm sayingconsider it. I think we need to examine the value of our customers that we havetoday and in some cases customers that we would have thought in the past whereour best customers may no longer be our best customers under today's conditions.And we need to ask ourselves should we be treating them the same way we alwayshave? Is this the time to enter a new market? I know it's crazy for some ofus when we can't get everything that we need, but maybe it's a chance to gointo a place where we wouldn't have gone otherwise in terms of products orservices and start doing this because maybe there's a better supply chain inthis new market or area of our business. Should we exit the market? Should weget out of something that's been...

...traditional to our business? I don'tknow, but it might be worth considering right now. How about taking on apartner, adding additional owners in the business and of course we couldconsider the opposite, getting rid of some of the owners in the business.Should we even consider selling the business now? It might be the best time.It might be worth more now today than it's ever going to be worth. Anotheropportunity. Would be to open a second location, a new location or the extremeof that would be to close some that we have. I'm not sure if any of these arereally viable for you, but being able to even consider the possibility ofsome of these might open the door to embracing an idea that we really needto, that would really create change in a dramatic way, in a positive way forthe business. So I want you to think about these unthinkable options andtalk about them with somebody else either inside or outside theorganization. I think by doing so we could open the door to a possibilitythat really could be breakthrough for... and for our organization. That's itfor today's mini log. I'll be back next week. Thanks for listening to the EdEpley mini log, visit W W W The Epley Group dot com for resources tips, addslatest blogs and a free assessment on where to improve your professionalmanagement skills.

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