For those who have read Re-Adjusted, it isevident early on that I am a big proponent ofconsistency. Although consistency is critical to thequality of outcomes in virtually all that we do, there are times when it really doesn't matter.

It dawned upon me this past Sunday that there are instances whenconsistency (as the paramount concern) can be detrimental. AsI was watching the Jacksonville Jaguars getting trounced by theSeattle Seahawks, realization set in that Jacksonville may bethe most consistent team in the NFL—in a really badway. This is a team that has consistently faltered on thefront line; has consistently made poor draft choices; has had ashaky quarterback situation for at least the past decade; andmanagement that has struggled to put the team on the path tosuccess.

To Your Detriment

This type of detrimental consistency is certainly not limited tothe gridiron. Just look at many claims organizations where amere 3 percent of claims are paid with comparative negligence, resulting in a consistently badoutcome. Add to that supplement rates, lack of rental control,delays in moving salvage, overpaying medical bills and a multi-billion-dollar fraud pandemic, and it becomes clear that steps toimprovement abound.

Perhaps the best way to tackle this is through an understandingof what should happen. Just as a quarterback seeksperfection in his rating, so too should claimsorganizations. To drive results, it is incumbent upon leadersto lay out the expectations for success.

In the NFL, it is generally accepted that failure to win 10games will result in exclusion from the playoffs. Certainlythere are exceptions, but they are few and far between. It isalso recognized that going 16-0 is an improbable outcome, althoughpossible. The key to success is to recognize where you aretoday and what is needed to achieve the next level.

It is important to benchmark against the industry, as opposed tooneself. Consider the Jaguars who went 4-12 this pastseason. Simply going 6-10 would be a marked improvement onpaper, but still a disastrous result. Rather, one shouldfocus on the best in breed. Look to those competitors who are atthe top of their game and then study how they gotthere.

Results will come through three main channels; people, processesand technology. People are the lifeblood of any organization,but only so long as they are the right people. Another caveatis that the right people need to be in the rightpositions. Why has Tim Tebow floundered in the NFL? Arguably because hedoesn't have the accuracy and tenacity to be an NFL quarterback,although many believe he could be an outstanding tightend.

Finding the right people is often a challenge initself. The key to success lies in attitude, which is far moreimportant than technical expertise, as the latter can betaught. Of course, the biggest win is the disciplined adjusterwith the requisite expertise and a positiveattitude.

Beyond people, we must leverage processes andtechnology. Processes will provide a proven path for successto drive outcomes. Effective processes make organizations leanand nimble, giving way to an immediate competitiveadvantage. Technology is the final step, as it can improveproductivity and provide tremendous economies of scale. Keytools, such as ClaimIQ, provide the adjuster with the framework forconducting better investigations, more accurately evaluating claimsand developing a successful negotiation strategy.

Interestingly, there are multiple paradigms for organizationswith improvement opportunities. Some are consistently bad. Theconsistency has been borne out of complacency with a lack of desireto get better. In a sense it has becomeinstitutionalized. Measurements of improvement are limited tohistorical results, with any incremental improvement being viewedas a positive, even if it is far below industrystandards. Others are floundering due toinconsistency. There is tremendous potential based upon thework product of some, while others provide substandardresults.

Prior to developing a plan of action, it is critical tounderstand the driving forces. In some situations itcan be people driven, in others there may be a lack of orineffective procedures. Perhaps this is coupled with alack of technology, such as a robust claims management system ordecision support tool.

The good news is that a renewed focus on fundamental executionwill drive results. There is no reason that the JacksonvilleJaguars, or any other team for that matter, cannot become anaccomplished Super Bowl winner. Likewise, there is no reasonthat claims organizations cannot leverage basic blocking andtackling skills to gain a significant competitiveadvantage.