Variations in Quality?

How do you feel about quality?

A long time ago I was a Blue Willow china fan. I collected pieces wherever I could find them, one at a time mostly, at garage sales, antique shops, and occasionally home goods stores. My collection was humble and yet it brought me much joy. Somehow the subtly Asian look to the pictures which seemed to be telling untold stories fascinated me. My grandmother had a complete set and it was a joy to eat and drink from them.

One day I decided to order a complete set so that my family could not just admire them, but also eat from them every day. Frugal person that I am, I was enticed into buying a big box of the set by mail order. This was long before Amazon or any kind of online ordering and the picture in the magazine looked great. I could hardly believe my luck!

Until the box arrived. It was a big box, to be sure, and carefully packed. The very first thing I saw though, at the very top of the packing material, was a roughly printed set of "instructions." The most striking notation was: "You may find some subtle differences in each piece. Variations in quality add to the charm."

What?

Variations in quality do NOT add to the charm. But, they weren't kidding. There were variations in color, variations in definition, variations in placement, variations in size. The set was a complete mess. It looked far cheaper than it was and not at all charming.

Is your team producing quality? Do your customers know what to expect and do you deliver on that expecation? So many products these days have joined in the race to the bottom in order to cut prices and expenses. It seldom pays off. As it is so often said, "you get what you pay for." In Blue Willow china, and in just about any product you buy and any service you offer.

Variations in quality? They are not for you, and they are certainly not for me.

Let's do better than that. Let's consistently do our best and deliver top quality.

-- doug smith

Comments

Measures Matter

Some people measure quantify first and quality later. Some people measure money first and impact to the team later (not even second!). How you measure productivity might determine your character and your reputation. Put people first. -- doug smith

Your Reputation

More authority means higher levels of responsibility. More power requires more service to others, not less. What you do with your power is who you will be known as. Also, how you use the power you have creates who people will remember you as. How do you want to be remembered? -- doug smith

What You Need

Use what you've learned to become what you need. -- doug smith

New Ideas

New ideas won't break you but they can make you bigger. -- doug smith

Personally

Improving performance does require us to take our work seriously. But it does not require us to take ourselves too seriously. Taking things personally is a waste of self-esteem. -- doug smith

For example

Get good at something that won't obsolete itself. For example: emotional intelligence creating great conversations encouraging people leadership What would you add to the list? Which ones are you developing? -- doug smith

Decide

What do you want? Are you getting what you want? Intention is direction. Decide. And, then go. -- doug smith

High Performance Leadership Combination

We can rationalize anything without making it justified. Leaders should always ask: who is this good for other than me? High performance leadership does NOT mean performance at any cost. It means performance that serves a noble cause while also benefiting people. High performance leadership is a combination. Results without relationships are shallow and temporary. Take care of both, and you'll be a high performance leader. -- doug smith

Start With Kindness

When you start with kindness you don't have to stay there, but you probably will. It works better for others. It works better for you. If you're human, you'll probably relapse. It does take practice to stay the course. The course starts by starting. When you start with kindness, it becomes more naturally the way. High performance leadership develops from the core leadership strengths of clarity, creativity, courage, and compassion. Build one of those strengths today thru some act of kindness and the others will get stronger as well. -- doug smith

The Problem With Compromises

Think about the last time you compromised on something. Whether it was a big compromise or a little compromise, how do you feel about it now? While we often call it "meet in the middle" it seldom does. Compromises are not automatically fair, no matter how implied that fairness is. Someone usually gets more out of a compromise than the person they are "compromising" with. If the low end is you, you don't like it -- and you remember that. If the top end of the compromise is you, you probably forget all about it even though the inequity simmers in the background. Compromises must be constantly revisited because they are inevitably unfair. If you get the chance to balance things out, your relationship will prosper. If you miss that chance, the relationship will suffer. What's your choice? -- doug smith

High Performance Leadership

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