Sunday, January 29, 2012
MaxImprovement Says: Trust and Loyalty
MaxImprovement Says: Trust and Loyalty: This morning while browsing through the local paper (yes, I still subscribe) I read an advertisement for employment. You see, I have a Grand...
Trust and Loyalty
This morning while browsing through the local paper (yes, I still subscribe) I read an advertisement for employment. You see, I have a Grandson with "alphafloofus." Email me and I will define this disease.
Here is exactly how the posting reads, "5 HARD WORKERS TO REPLACE 5 LAZY ONES." The advertisement continues to explain the money that can be made, etc., etc., etc.
I know you probably read those type of "want-ads" before, but the honesty of the ad hides the sincerety toward employees. I mean, we know reading the title provides all we need to know about how the organization values employees and talent. Pretty simple, if you do not perform to par they consider you a bogey.
So the question remains, "How does this apply to you and your organization?" OK, by now you probably blew me off. Before clicking on the little red "X" in the upper right corner, be honest with yourself. How does this apply to you and your organization?
What conversations and thoughts are you sharing with others about your employees? What remarks and body language are you relating to your employees regarding your customers? How much trust have you built with both?
If you are wagging your tongue behind employees and customers, the only difference is in the brash advertisement. Trust me, what you think are loyal employees are advertising what you will not.
Here is exactly how the posting reads, "5 HARD WORKERS TO REPLACE 5 LAZY ONES." The advertisement continues to explain the money that can be made, etc., etc., etc.
I know you probably read those type of "want-ads" before, but the honesty of the ad hides the sincerety toward employees. I mean, we know reading the title provides all we need to know about how the organization values employees and talent. Pretty simple, if you do not perform to par they consider you a bogey.
So the question remains, "How does this apply to you and your organization?" OK, by now you probably blew me off. Before clicking on the little red "X" in the upper right corner, be honest with yourself. How does this apply to you and your organization?
What conversations and thoughts are you sharing with others about your employees? What remarks and body language are you relating to your employees regarding your customers? How much trust have you built with both?
If you are wagging your tongue behind employees and customers, the only difference is in the brash advertisement. Trust me, what you think are loyal employees are advertising what you will not.
Sunday, January 15, 2012
Sexual Harassment, Stress, and Waste
The alarm clock sounds like a train rumbling through her head as she springs from her bed. Agitated from the previous evening by a gent not of her liking, only aids her disdain for the wake up alarm. Pounding on the off button, she rolls over not wanting to face the day at work.
Arriving at work Betsy tries to engage herself immediately in the daily events. She fears running into Benson again, the gent from the night before and a fellow employee. Drama begins to swell in her chest as her head thumps from her pulsing heart. Her breathing is forced, and her distraction enforced by fear.
All morning her efforts feel half-hearted. Her production is tense and she feels like she failed the morning test. Benson has yet to show. The drama builds with each minute. Her drama builds stress, fear, self-doubt, and a number of other self-defeating feelings.
How will she react if confronted by Benson? What will she say without raising attention to the very thing she wants to forget. Should she speak to the boss? Maybe not, since it was away from the office. Maybe it was just a one-time thing. A mistake. Maybe she created the situation. Maybe she in fact initiated the problem.
She inhales her lunch, never tasting the first through last bite. Her knotted stomach feels like it will never pass the food. She worries all through lunch Benson will pay her a visit.
Finally, half way through the afternoon she decides to speak to her boss about the previous evening events. Benson literally groped her at the bar and made it known his not-so-subtle intentions. She feared he would try his advances again.
Calling her boss aside and asking for time to speak, she mentions Benson by name. Lilly, her boss, immediately responds and informs Betsy Benson resigned the day before. He will not return.
Betsy nearly falls to the floor. Her anxiety bubble deflates. Her entire body aches from almost an entire day wrought with fear and tension. But, the evening lies ahead. Hoping Benson stays away.
What if he did return? What would you do for Betsy? For Benson? For your organization and employees?
Arriving at work Betsy tries to engage herself immediately in the daily events. She fears running into Benson again, the gent from the night before and a fellow employee. Drama begins to swell in her chest as her head thumps from her pulsing heart. Her breathing is forced, and her distraction enforced by fear.
All morning her efforts feel half-hearted. Her production is tense and she feels like she failed the morning test. Benson has yet to show. The drama builds with each minute. Her drama builds stress, fear, self-doubt, and a number of other self-defeating feelings.
How will she react if confronted by Benson? What will she say without raising attention to the very thing she wants to forget. Should she speak to the boss? Maybe not, since it was away from the office. Maybe it was just a one-time thing. A mistake. Maybe she created the situation. Maybe she in fact initiated the problem.
She inhales her lunch, never tasting the first through last bite. Her knotted stomach feels like it will never pass the food. She worries all through lunch Benson will pay her a visit.
Finally, half way through the afternoon she decides to speak to her boss about the previous evening events. Benson literally groped her at the bar and made it known his not-so-subtle intentions. She feared he would try his advances again.
Calling her boss aside and asking for time to speak, she mentions Benson by name. Lilly, her boss, immediately responds and informs Betsy Benson resigned the day before. He will not return.
Betsy nearly falls to the floor. Her anxiety bubble deflates. Her entire body aches from almost an entire day wrought with fear and tension. But, the evening lies ahead. Hoping Benson stays away.
What if he did return? What would you do for Betsy? For Benson? For your organization and employees?
Wednesday, January 4, 2012
MaxImprovement Says: Hanging Around the Coffee Pot
MaxImprovement Says: Hanging Around the Coffee Pot: I wrote this a number of years ago. Brought it back to life with a quick dusting. Hoping you enjoy and learn. Often, the simplest things h...
Hanging Around the Coffee Pot
I wrote this a number of years ago. Brought it back to life with a quick dusting. Hoping you enjoy and learn.
Often, the simplest things hinder production and improvement. Lowering or removing hurdles may not be simple, but finding the hurdles might be easier than many think. Leaders within the organization should be keen to things creating production risks and possibly other, umbrella affects (unintended consequences) within your organization. This chapter reviews some of those somewhat simple observations.
We have all seen workers hanging around the coffee pot, water fountain, or smoking area, and at times, we have “been them.” Some days the clock seems to never pass fast enough, or the head bobbing starts too early and will not slow down (while the rest of the office makes bets on whiplash.) Other days we have our hair on fire trying to get all the fires out.
There is nothing wrong with this group of employees. This happens to the best organizations depending on our business. Feast and famine business has been around for eons. Therefore, what are we talking about here? How can we at least stop some of the famine?
Many of us have seen employees make the day go by just hanging around the coffee pot, chatting with every passerby or coffee refill, reading every safety poster or sales brochure. If not the coffee pot (the Navy calls it the “coffee mess” for good reason, but that is another story), the water jug/fountain, break room or smoking area (for those working outdoors, please email me about favorite signs for those favorite employee “hiding places.”) These employees resemble the gadfly running from person to person to start another conversation, extend the coffee break, or light another cigarette. What is going on here? Why would they develop such a social attitude regarding their employment? How can we change employee behavior for these employees? How can we increase their contribution to the organization?
I remember the first time this mental picture of my staff and daily events flashed through my mind. I was on a temporary assignment in Washington, D.C. I do not recall the book I was reading after work that brought this thought altering event about, but the question/task to my leaders back at the office was simple in an email that very night. Find employees that hang around the coffee pot or smoking area frequently, identify the people, and we (the leadership) would talk on my return. The organization at that time required employees to visit customers and provide training, provide assistance as necessary to improve operations, and have the customer sign a small card identifying the activities offered by the staff employees. Immediately some leaders in our group thought I was trying to eliminate employees. Word spread that I was head hunting and everyone should stay hidden or look employed. Nothing could be farther from the truth.
What could cause employees to pass the time being something unproductive? Many things, but the most common reason from my experience goes something like the following scenario.
Bill remained employed for a good number of years working on communications equipment and assisting customers in maintaining their connectivity with other military organizations. Customers were extremely satisfied, Bill continuously received letters of appreciation, and everyone knew him as the premiere maintenance man. While he never received bad remarks, the letters slowed but the letters were not a benchmark. Because he was not receiving bad remarks, there was little attention to the lack of praise. Management noticed Bill hanging around the smoking area more frequently, with plenty of coffee (this because of my query while on temporary assignment.) On investigation, management noted the equipment creating Bill’s letters was phasing out and he lacked skills and training for other, newer equipment. Leaders then began to research the value of legacy skills and the cost of updating employee training. This resulted in a complete shift in organizational thinking and planning.
Amazing what a little thing like this will do to productivity, morale, and customer satisfaction. With new skills, Bill was able to work on customer upgrades and performing back at notorious levels again. Old skills, or skills replaced by new technology require constant attention. On another note, skills overload can create the same problem. Again, managers need to watch for signs and prepare to intervene when noticed, just like Jack in the following scenario.
Like Bill, everyone knew Jack for his technical skills. Jack would never shy from any technology. His mantra was “if someone made it, I can fix it.” Additionally, many knew Jack for training everyone and anyone who would listen and wanted to learn. A model trait any leader or owner would want. While Jack would take any project, he did have specific skills for his position and he usually trained new personnel on “his” systems because they were after all, his trade skill areas. So what could be wrong with this picture?
While training personnel in specific areas, Jack created a glut of technicians in his mold. During a financial review, leadership noticed a few people in Jack’s group logging extensive overtime, and a somewhat disgruntled group of people because of additional hours required to satisfy customer needs. (While we compensate employees for their time in money, it is important to look at the life balance. Money will not compensate for lost family time along with other life balancing activities.) The consequences of Jack’s great mentoring created a glut in one area while allowing a shortage in another area. A simple shift of personnel by Jack’s leaders corrected this imbalance, but left to grow it would eventually creep back to the coffee pot, water fountain, smoking area crowd.
Tracking skill levels and spreading the workload alleviates many potential problems. Tracking skill levels also changes the mindset in leadership within the organization by challenging the leader’s thought process, working smarter, not harder. Workload imbalance might not be just skill sets. Organization problems like this could come from employee physical abilities, education levels, or perhaps just a little collaboration between personnel; then that is another article.
Often, the simplest things hinder production and improvement. Lowering or removing hurdles may not be simple, but finding the hurdles might be easier than many think. Leaders within the organization should be keen to things creating production risks and possibly other, umbrella affects (unintended consequences) within your organization. This chapter reviews some of those somewhat simple observations.
We have all seen workers hanging around the coffee pot, water fountain, or smoking area, and at times, we have “been them.” Some days the clock seems to never pass fast enough, or the head bobbing starts too early and will not slow down (while the rest of the office makes bets on whiplash.) Other days we have our hair on fire trying to get all the fires out.
There is nothing wrong with this group of employees. This happens to the best organizations depending on our business. Feast and famine business has been around for eons. Therefore, what are we talking about here? How can we at least stop some of the famine?
Many of us have seen employees make the day go by just hanging around the coffee pot, chatting with every passerby or coffee refill, reading every safety poster or sales brochure. If not the coffee pot (the Navy calls it the “coffee mess” for good reason, but that is another story), the water jug/fountain, break room or smoking area (for those working outdoors, please email me about favorite signs for those favorite employee “hiding places.”) These employees resemble the gadfly running from person to person to start another conversation, extend the coffee break, or light another cigarette. What is going on here? Why would they develop such a social attitude regarding their employment? How can we change employee behavior for these employees? How can we increase their contribution to the organization?
I remember the first time this mental picture of my staff and daily events flashed through my mind. I was on a temporary assignment in Washington, D.C. I do not recall the book I was reading after work that brought this thought altering event about, but the question/task to my leaders back at the office was simple in an email that very night. Find employees that hang around the coffee pot or smoking area frequently, identify the people, and we (the leadership) would talk on my return. The organization at that time required employees to visit customers and provide training, provide assistance as necessary to improve operations, and have the customer sign a small card identifying the activities offered by the staff employees. Immediately some leaders in our group thought I was trying to eliminate employees. Word spread that I was head hunting and everyone should stay hidden or look employed. Nothing could be farther from the truth.
What could cause employees to pass the time being something unproductive? Many things, but the most common reason from my experience goes something like the following scenario.
Bill remained employed for a good number of years working on communications equipment and assisting customers in maintaining their connectivity with other military organizations. Customers were extremely satisfied, Bill continuously received letters of appreciation, and everyone knew him as the premiere maintenance man. While he never received bad remarks, the letters slowed but the letters were not a benchmark. Because he was not receiving bad remarks, there was little attention to the lack of praise. Management noticed Bill hanging around the smoking area more frequently, with plenty of coffee (this because of my query while on temporary assignment.) On investigation, management noted the equipment creating Bill’s letters was phasing out and he lacked skills and training for other, newer equipment. Leaders then began to research the value of legacy skills and the cost of updating employee training. This resulted in a complete shift in organizational thinking and planning.
Amazing what a little thing like this will do to productivity, morale, and customer satisfaction. With new skills, Bill was able to work on customer upgrades and performing back at notorious levels again. Old skills, or skills replaced by new technology require constant attention. On another note, skills overload can create the same problem. Again, managers need to watch for signs and prepare to intervene when noticed, just like Jack in the following scenario.
Like Bill, everyone knew Jack for his technical skills. Jack would never shy from any technology. His mantra was “if someone made it, I can fix it.” Additionally, many knew Jack for training everyone and anyone who would listen and wanted to learn. A model trait any leader or owner would want. While Jack would take any project, he did have specific skills for his position and he usually trained new personnel on “his” systems because they were after all, his trade skill areas. So what could be wrong with this picture?
While training personnel in specific areas, Jack created a glut of technicians in his mold. During a financial review, leadership noticed a few people in Jack’s group logging extensive overtime, and a somewhat disgruntled group of people because of additional hours required to satisfy customer needs. (While we compensate employees for their time in money, it is important to look at the life balance. Money will not compensate for lost family time along with other life balancing activities.) The consequences of Jack’s great mentoring created a glut in one area while allowing a shortage in another area. A simple shift of personnel by Jack’s leaders corrected this imbalance, but left to grow it would eventually creep back to the coffee pot, water fountain, smoking area crowd.
Tracking skill levels and spreading the workload alleviates many potential problems. Tracking skill levels also changes the mindset in leadership within the organization by challenging the leader’s thought process, working smarter, not harder. Workload imbalance might not be just skill sets. Organization problems like this could come from employee physical abilities, education levels, or perhaps just a little collaboration between personnel; then that is another article.
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