You've probably seen this television commercial: A group of young employees is about to attend a management session and each person has a bingo card. Every time the seminar leader uses a hackneyed business phrase or word they mark their cards. After the speaker encourages attendees to “think outside the box,” one employee yells “bingo” in the crowded seminar room.

Sometimes hearing those words makes me want to yell. I've attended too many seminars when these phrases are used. I've had more than one boss who has implored our staffs to constantly “think outside the box.”

That phrase was drawn up in the late 1970's or 80's by consultants who urged clients and their staffs to be innovative and creative in meeting new challenges. It was designed to encourage independent thinking and for all to work differently in their approach to business operations.

There's nothing wrong with thinking outside the box. But maybe, just maybe, it's time to look inside the box before looking outside of it. All too often managers look to the quick fix of the day to solve problems. If your shipping rate accuracy is 96 percent, it's considered to be a success. Shouldn't you be shooting for 100 percent? And what are the impediments that are preventing you from reaching that goal?

The same applies to lowering transaction costs, picking errors, over-inventorying, poor credit collection, poor salesmanship and weak marketing efforts.

Though some managers encourage their employees to come up with new ideas, why isn't there more of an emphasis on ways to improve their existing internal and external operations?

For example, when is the last time you, as a manager, had a brainstorming session with your employees to solve a problem, whether it be in shipping, receiving or stocking? Have you ever actually asked your employees what obstacles or difficulties they encounter in their everyday business operations? Do they have solutions for solving any bottlenecks? After all, they're the ones who are closest to the problem, yet often are the last ones consulted.

All too often every manager within a company believes he or she is the only one who can solve problems. It's all top down and not bottom up. There's nothing wrong with thinking outside the box, but don't neglect thinking inside the box as well.

jkeough@reedbusiness.com