As we scurry about in our business ventures/adventures, fixing all of the broken-down structures and systems left over from “them” (the nebulous shadow-folk that created all THIS MESS), are we aware that we (you and me) may actually be Causes of Work that are unconsciously erecting barriers to our own goals?

No way Terry. We’re fixing things, unraveling the mess. We’re not causing work we are increasing performance and optimizing processes. We’re reducing work, not causing it!

But are you so sure?

So what are causes of work? Let’s put them into perspective, they are the rules, requirements; the behaviors, nature, and structure behind how we get things done that are NOT REQUIRED in order to achieve the SCO (Successful Customer Outcome).

Do you impose any of that on others in your organization?

Let’s take a simple test. Simply answer “yes” or “no” to this basic set of questions:

1. Have you added any new FORMS to the activities of the
   organization in the last year?

2. Have you added any business rules?
3. Have you changed reporting or “submission” requirements for
   anything and added additional detail requirements to that activity?

4. What about purchase orders, have you added anything to that
   process this year?

5. What about invoicing?
6. Partner forms?
7. Have you required additional detail to be tracked or managed by
   anyone?

8. What about procedures? Added any new procedures or steps to a
   procedure?

9. Reports? Any new reports added?
10. Any new steps to any processes?
11. Do you require anything new to be “checked on” or monitored?

Of course, the list goes on and on. But you get the point. If we don’t keep a close watch on ourselves we can slip into those ingrained stupid patterns of trying to “command and control” our world through the increasing the amount of control-based activities we create. The best answer to all of the questions above is NO or a qualified NET less for each. If we are creating more activities than we are eliminating then the result is that we are clearly on of the Causes of Work that is limiting us and our organization’s success.

And oh it is so easy to do.

But if we are really going to get this whole “customer thing” right, then we cannot allow ourselves to be Causes of Work. It simply won’t do. We must CHALLENGE every decision we make as a matter of fact against how well it is aligned against achieving the SCO - and if it isn’t, get it in alignment or get rid of it.

Businesses that fail to follow this most golden of rules quickly become self-defeating. They cause work and they de-motivate their staff. How many people are chugging along, driving home on the “mission” with all their heart and soul when along comes another task that some manager decided was needed - though it does not relate to the SCO - sidetracking their good efforts and tossing them into a state of anxiety and depression?

It’s sad but it happens all the time, every day.

I know. I’ve been there. Been there, done that, moved on. I don’t need it and I just can’t tolerate it. I am committed to avoiding being a Cause of Work and I have little tolerance for those who are.

Of course, this means that I must constantly challenge my own actions and behavior. Have I avoided creating any unnecessary work today? Have I kept my focus sharp and unrelenting on that SCO. Have a challenged my assumptions and my actions against the mantra of “and how does this make the customer’s life simpler, easier and more successful?” refusing to accept my own behavior when it doesn’t stand up to the test?

This is becoming more and more of a ritual for me. It is part of the world-leading training and education we (the BPM Group) have brought to the world of process. Sometimes we fail to meet the expectations we set, and that must always be an area for improvement for us.

Other times we get too caught up in our own heads and get stuck in the old inside-out mode that results in us creating work - being a Cause of Work. We catch these things most of the time (as we hope you do) because we know that this is the only way to deliver on expectations and keep the people doing the work properly motivated.

What happens if we slip too deeply into the inside-out black hole of death? It’s not hard to identify these companies. Look for mass-exodus of their star performers, general increase in complaints, lots of negativity flying about and profit-margins diving into the tank.

Animals can sense a storm coming and take cover long before people can do the same. Yet I am convinced that people can sense a “business storm” coming and take action before things fall apart. I’ve had that experience before in my life and hope to never have it again (but I’m sure I’ll sense it if it arises).

For now I’ll focus on challenging myself to avoid being a Cause of Work. I hope you will join me in this, as it is one of the important steps that must be taken if we are to rise up to the challenges that face us.