Join in our discussionsJoin in our discussions
This page is under major reconstruction.
http://www.egroups.com/group/commonsensemanaging/info.html
Ultimately it will contain what the title states - Interactions. The purpose is to provide a place for you to post your questions, concerns, and responses.
A previous attempt at interaction died a slow and quiet death. We are assuming it was because the software we used was not user friendly. Th only way to test this assumption is to try again with better software. We are wide open to any suggestions you may have on both software and content.
We are looking for software or examples of sites that use an approach that makes it easy for a user to post a concern or question and equally easy for people to respond. Please click here if you have any suggestions.
The following are the results from our Common Sense Managing Tip reader survey.
The primary responses were communication, communication, and communication. The focus was primarily on internal customers - between departments and within the customer service department. They included increasing the level of participation and establishing a cohesive approach to customer service. Another comment addressed improving communication by improving organizational structure through the creation of a world wide customer service manager.
Staying off the P.O.T.Y. [Program Of The Year] came in second. One comment was "Let the dust settle [at least just a little awhile] before embarking on another internal restructure".
The most eloquent statement was: Have everyone believe: "Every job is a self portrait of the person who did it." (Norman Rockwell poster)
GA response to communication fixes:
The 85/15 rule applies to this situation. Eighty-five percent of organizational problems are caused by a system failure - the lack of clear procedures, measurable performance criteria, work processes. People cause the remaining fifteen percent of organizational problems.
Eighty-five percent of the time communication failures are not the problem; they are symptoms of the problem. Chasing communication failures will likely produce frustration resulting from another well intended, prone to fail P.O.T.Y.
The place to look for 'communication' solutions is within your organizational system. Have you established a solid organizational base that has the following four critical elements?
- Living Vision that everyone knows, understands, and accepts
- Plan to implement the vision - goals, measurable objectives, supporting action plans that everyone knows, understands, accepts, and are congruent with the vision
- Controls to determine in real time how you're doing with your implementation
- Accountability for accomplishing the action plans, objectives, and goals of the organization
It is not an accident that these are the first four chapters of Common Sense Managing. These elements form your organization's base. This is the first place we look when we assist a client - eighty-five percent of time the real problem resides here among these four basics.
We were asked to solve a communications problem between a client's Sales and Production functions. Several fixes had already been attempted and failed - communications training, meetings, facilitated confrontations. Within three days we discovered that the reward systems for Sales and Production were in direct conflict. Each had a plan that when implemented would cause the other's plan to fail.
Once uncovered, it took the President, VP of Sales, and VP of Production less than four hours to fix the problem. The problem had been nagging them for two years because they kept fixing the symptoms.
I don't mean to ignore the other fifteen percent - the genuine people communication problems. However, that requires knowing the specifics -- identifying essential behaviors, drivers, constraints, personality styles, etc.
The bottom line issue is would you rather be right fifteen percent of the time or eighty-five percent?
Your comments are welcomed. Send me an email and I will post them on this page.
I hope this helps.
If you have additional questions or concerns, please call Bill Werst at [541] 386 -1117.
The following are the results from the second question in our Common Sense Managing Tip reader survey.
Staffing was the challenge most often cited. Comments included being FULLY staffed, recruiting people who have a genuine service mentality and broad skills range, and continuously providing great service with limited resources.
Additional personnel challenges included improving communications and team work, increasing enthusiasm and self motivation, and eliminating errors.
Organizational challenges included coordinating consistent policies and procedures to provide a consistent level of service and adapting to a new computer operating system
GA response:
Employee retention, recruiting, communicating, team work, building and maintaining enthusiasm, eliminating errors, and establishing consistent policies and procedures are all pieces of a motivating work environment.
A motivating work environment contains the following four elements:
WHY: The people know, understand, accept WHY what they are being asked to do is important
WHAT: They know WHAT they are to do in measurable and accountable terms
TOOLS: They have the essential TOOLS [knowledge, hardware, and work force] to succeed in their work
INCENTIVES: They receive appropriate RECOGNITION and REWARDS to sustain and reinforce them
If you want more information on this you can review a power point presentation at I made recently to an executive group. The presentation can be found at Tips, Articles, and Presentations. The presentation is excerpted from the Motivation section of my Common Sense Managing book. You will also find several motivational tips archived at the site from our Tip of the Week newsletter and one article on Motivational Training from my AFSMI training column.
Hope this helps.
If you'd like more or want to discuss these issues feel free to call me at 541 386-1117.
- Back to top
The Book - Tips, Articles & Presentations - Interact - Casino - About us - Contact us
© 2004 Growth Associates
P.O. Box 2039
White Salmon, Washington 98672
509/493-1985
e-mail bill@growthassociates.orgWeb design by Riverside Graphics