Benchmarking Leads to Mediocrity

Leaders

I hate that word “benchmarking” and all it stands for around industry or competitor norms. Sure it is head and shoulders above the term “best practice” which reeks of theory & academic know how. It is very useful to know what others do, what industry norms are & what the theory is but too often this is what leaders and their businesses settle for. Average. Mediocre. Knowing they are on track because they deliver the same or slightly better than competitors or other leading brands.

I was recently in an interview situation where I was continually asked how this or that could be better benchmarked.

“How could that be better benchmarked?” I was asked many times. In the end I had to say we are just not in the game of better benchmarking. “To be honest we are in the game of excellence and all of our clients are generally performing when they become clients & they are seeking to get even better. We measure their financial performance, their growth, their staff engagement and their client loyalty and we help them build fantastic metrics that predict outcomes & we know their industry norms but we are not a company that develops and focuses on benchmarks, we help them to achieve much more.”

I have previously written about the “Pivot” or consciously changing and executing a strategy to stay ahead of the crowd before they catch up. This is hard to do and takes very strong and focused leaders who actively disrupt the “business as usual thinking” of the business in a positive way to get different and better outcomes.

In professional sport the All Blacks are a living example of this. The culmination of ongoing succession planning, investing in the future (what could be), strong leadership, a culture of humility incremental excellence and disciplined execution on the field has allowed them not only absorb the loss of many experienced players, but to take things to a whole new level. To go beyond past performances and to deliver better outcomes in different ways and in doing so staying ahead of their competitors.

I am lucky enough to work with many high performance Chief Executives and their teams and they all have two things in common;

  1. “Restlessness” : A hunger and passion for continually getting better and better as leaders, at execution, at trying and iterating new ways of doing things, and
  2. “Grit”: The toughness to carry on, to push past the comfort of status quo and to lead change with certainty to lead the way.

None of them have ever been happy to settle and accept that what is being currently done will ensure success in the future. Some actively start from a position that the “status quo” is broken (even when benchmarking shows they currently significantly out perform their competitors and industry) and challenge the senior leaders to lift it another level.

This summary shows what our clients have collectively achieved over the last financial year and whilst does offer several benchmarks, the real success story is in their ability to execute their Strategic plan. To be nimble, disciplined and to stay far ahead of their opposition.

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