In an effort to not add my clutter to your e-mail load, I have made it a habit to write only once a month. However, because of the tremendous response to the million-dollar word article, I felt it important to add the second part of that concept. I will keep this short.
This facet of listening is essential.
First, the most important persons for you to listen to is your employees. No, it isn’t your patrons. They are important. It is the people who work for you, who day-to-day spend time in your shop. These are the people who see what goes on. They have important insight about procedures, habits, and practices in your organization.
Second, do not give out lengthy questionnaires. No one likes to do them, and they often don’t ask the right questions anyway. Your people do not need something more to do.
Do give them a questionnaire that asks them four questions:
1. What do you like about the organization that you would like not to be changed?
2. What do you like least about this organization and that you would like to see changed?
3. What do you like about me as a leader that you would like to see me maintain?
4. What about me as a leader would you like to see changed?
Additional comments:
Do not do as I heard about a company this week, hire an expensive consultant to evaluate your group. Your group already knows what you need. And, a clerical person can compile all of the comments from your people.
If there is some mistrust of leadership, or if you have any thought that some individuals might not give you the honest truth, there are ways of making sure that the information is anonymous, and that they know it. All of this and much more is in the book “The Wrong Bottom Line . . . Still” chapters 8 and 10, but you don’t have to buy the book (although I don’t discourage that idea) You can actually read pages 91 and 92 on Amazon – (just click; I have it already marked--you may have to put "Activity 16" in the "search inside the book").
Promise not to bother you until October. Of course, if I can be of help anytime just email or call (rummler@appliedfocus.com; 208 249-1280).
This facet of listening is essential.
First, the most important persons for you to listen to is your employees. No, it isn’t your patrons. They are important. It is the people who work for you, who day-to-day spend time in your shop. These are the people who see what goes on. They have important insight about procedures, habits, and practices in your organization.
Second, do not give out lengthy questionnaires. No one likes to do them, and they often don’t ask the right questions anyway. Your people do not need something more to do.
Do give them a questionnaire that asks them four questions:
1. What do you like about the organization that you would like not to be changed?
2. What do you like least about this organization and that you would like to see changed?
3. What do you like about me as a leader that you would like to see me maintain?
4. What about me as a leader would you like to see changed?
Additional comments:
Do not do as I heard about a company this week, hire an expensive consultant to evaluate your group. Your group already knows what you need. And, a clerical person can compile all of the comments from your people.
If there is some mistrust of leadership, or if you have any thought that some individuals might not give you the honest truth, there are ways of making sure that the information is anonymous, and that they know it. All of this and much more is in the book “The Wrong Bottom Line . . . Still” chapters 8 and 10, but you don’t have to buy the book (although I don’t discourage that idea) You can actually read pages 91 and 92 on Amazon – (just click; I have it already marked--you may have to put "Activity 16" in the "search inside the book").
Promise not to bother you until October. Of course, if I can be of help anytime just email or call (rummler@appliedfocus.com; 208 249-1280).
Hello Roy,
ReplyDeleteI truly appreciate your posts on management and attitudes, so many conglomerates have missed the boat on self-evaluation and the value it brings to the table.