Embracing a little chaos will produce a lot of marketing creativity

“I left the other people alone.” Some days, the possibility of making this claim may be the highest achievement of the manager. The task has always been challenging because I am naturally inclined to jump in and organize. However, I learned to appreciate the benefits of letting out a little chaos.

In this context, chaos refers to the inherent unpredictability of the situation. This can be embarrassed, especially for people with jobs that create an order, such as managers, mops and technical experts. The order is often needed because it improves control, consistency and efficiency. But sometimes you better tolerate chaos and you boost it.

Enable chaos in which employees meet with customers

The world of the customer is unstable, uncertain, complex and ambiguous. Although you can evaluate the likelihood of the customer’s behavior, the outcome remains unpredictable. Employees must be ready to think about the legs and adapt to the constant situation.

When things become complex, entrepreneurial spirit, creativity and resolution of employees’ problems are a huge advantage.

People at the top and in the center of the company cannot act as fast or exactly as someone who works at the scene. If you are filling in the order management rows with the order providers, finish with employees who have been ordered.

At the time of uncertainty, employees will seek whether anyone else will enter into solving problems and not acting. If you want people to be entrepreneurs, you have to give them a rope, which requires life with some chaos.

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Encourage chaos where you need new ideas and solutions

Chaos also brings destruction and opportunity, but we often focus only on the negative. Hurricanes, for example, cause damage and complement ocean oxygen and nutrients. Just as life succeeds with unpredictability, the company is needed to avoid stagnation.

Employees who have space will innovate and can think of Marvels. Consider Barista Starbucks who first decided to write customers’ names on cups. Or the original flight flight attendant southwest, which inserted his humor into annoying flight announcements. The leader of the field marketing told me that I was secretly hiring the advisor to analyze the sale in a new way. The Central Ops group was upset, but they quickly boarded when they saw how effective it was.

Innovation requires more freedom (and subsequent chaos) than most companies provide. During the management, it destroys the willingness of people to both out of lines. However, this is a sure way to leave creative, innovative people.

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Disrupt the balance if you need an organization to change

The organizations do not develop voluntarily. They change when the environment imposes a convincing reason why things cannot remain the same. These can be technological progress, market shifts change the revenue patterns or the arrival of a new executive.

The second time, the change requires the leader to generate chaos. The sweet place is enough to shake things up, but not so much that the organization erupts into pandemony or freezing. One cmo I worked with sent his team to the field to witness what real customers do. Updated strategies quickly followed that experience.

The seed of agitation may already be present. Traders can be dissatisfied with the current situation and want something better. In any case, in order to change, leaders must either create a small chaos or turn the dial to urgency.

Becoming a catalyst for chaos

The order of balance and freedom is a constant struggle. In “Little beautiful: the economy as if people are important,” EF Schumacher claims that this tension lies in the center of all human conflicts.

His book explores how technology replaces human tasks and challenges that come with it. Similarly, long -term organizations often become too rigid. In these cases, the leaders must act as chaos catalysts. Here are three ways to restore balance:

Take off the shutters

Suppose your organization is overly bureaucratic. If you think it’s not, assume people hide it from you or are so much of a system that you don’t see it. I talked to CMOs who confidently processed the progress of my team.

When I interviewed older executives at the next level, it was clear that they did not understand bureaucracy and resistance in the middle layers of their organizations.

Make a rule, kill the rule

Making new things is fun, and the boiling of old things is not. Smart, capable orders donors often assume that the establishment of new processes and rules is how they make a difference.

Over time, the bureaucracy shockingly comes out of hand. Create some of your brilliant row doctors on the task of reducing bureaucracy. With a little imagination, I bet the AI ​​could be a useful assistant housewife for this task.

Think MVB

Minimal sustainable bureaucracy (MVB), inspired by Agile’s minimal concept of sustainable products, maintains the central function of the organization lean, focusing only on basic coordination. Give tasks to the people closest to that issue. If this is regulated by a fee of less centralized control and more initial errors. When employees are looking for detailed guidelines, resist the urge to provide it – let them understand it.

Leading through chaos

Neither the command nor the chaos are opponents. Both allies offer benefits, and we have to maintain balance. Order to protect what matters. Chaos reveals the opportunity, revives our world and distorting creativity. We all benefit from accepting some unpredictability.

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