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Best Practices?

“Most people cannot understand how others can blow their noses differently than they do.” – Turgenev


One of the most influential concepts in business today is the idea that there are “best practices” out there that could improve your business dramatically. You can save the bother of inventing anything new and you may even become as good as your competitors.

But “best practice” is not leadership. It’s followership.

In Europe this has been described as “karaoke capitalism” [1] . It conjures up images of inebriated Japanese businessmen imitating Elvis in a smoky Tokyo bar. Elvis copied no one. Maybe you shouldn’t either.

Margaret Mead says: “Always remember that you are absolutely unique. Just like everyone else.”

Leadership is about uniqueness, not sameness. When General Motors decided to produce its cars on only one platform– one size fits all – market share dropped dramatically. It didn’t matter to the customers that GM realized great savings in production costs. They just did not like the suffocating sameness they saw in all the new GM cars.

Uniqueness is your own earned monopoly advantage. When you make your own special advantage commonplace, you have just turned your unique product or service into a commodity. Margins will fall and competition will enter.

These are signals. They are subtle hints for you to restore the uniqueness to your products and reinvent your business, and regain your earned monopoly advantage.

You may very well want others to copy you. And once they have, you know that you can do even better than they did. And you’ll open up another gap between you and your competition.

[1] Jonas Ridderstråle and Kjell A Nordström, Karaoke Capitalism, Management for Mankind, Jan 2004.

Athletes understand this. Football teams don’t copy each other. Coaches always strive for uniqueness and dominance, in an ever-changing search for a better way of doing things. So should you.

The Inn at Watervale in Michigan is an old lumber camp, carefully and lovingly restored and maintained. In all the years I have vacationed there, it has not changed.

The same bell always calls you to meals, there is silverware and tablecloths in the dining room, there is a porch with a screen door that slams as you leave, and there is the best beach on Lake Michigan that I have ever seen.

The Inn at Watervale cannot be copied because it is unique in so many aspects. It attracts the same people, summer after shimmering summer – all of whom feel privileged to be there, and all of whom would not change a thing. If the Inn started to copy the Ritz-Carlton or Marriott or Four Seasons, I doubt whether the same people would return.

I met the owner when I was a young student, working in the summer camp across the lake. She is now in her 90’s, and lives in a nursing home nearby.

But we have something in common, she and I. The white sands of Lake Michigan, the glitter of waves, the sharp cries of seagulls, and the lightness of being in a lovingly run Inn. I picture her on the porch as I remember her, taking in the sights and sounds of a northern summer, holding the shadows at bay.

Not to change is very costly. The upkeep of the old lumber camp does not come cheap. But here it is our values that are unchangeable. The Inn reflects our values, our purpose, and our deeply held preferences. And THAT is why best practices do not mean much at this sacred place.

Values are our compass in an uncertain world. Everything else will change, as we move into a future we can barely perceive. We may seek safety in standards and best practices, but they are as ephemeral as the mist over Lake Michigan on a chilly August morning.

 

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Tor Dahl & Associates

2202 Fifth St. Suite 1240, White Bear Lake, MN 55110

 Copyright © 2004 Tor Dahl & Associates