“No Regrets” Management
The abundant professional resources and courses tell a lot and in detail about the way to properly build a system of employee and processes management, the tools to be used and the efficiency measurement. We, however, suggest talking about the issues that rather refer to the category "A danger foreseen is half avoided". That is, about the challenges that may appear to be irrelevant and non-urgent, but capable of knocking you off your feet like a spiraling snowball.
You nourish and cherish your business and grow it up alone (or supported by a mighty group of fellow-thinkers). But at some point, the grown-up child requires more and more care. On the one hand, isn’t it the reason to feel happy? The idea has succeeded, and the efforts are generously repaid. On the other hand, the future of your business should be entrusted to strangers, as you are simply short of hands.
And here comes the merry-go-round: applications, faces, coaches, test works are flashing before your eyes. You make sure steps towards the goal: choosing those pre-eminent in their field, building a dream team, creating top conditions for work, training, providing. Simply put, you invest the maximum effort and funds in your own future.
As soon as the duties are distributed, the responsibilities are cleared up, and the efficiency values grow steadily, you can enjoy the outcome. The system functions: the wheels are turning and bring the complete mechanism into action.
However, from time to time you face the problems that, at first glance, do not imply any serious consequences. Projects still meet their schedules, products enter the market, and customers are happy. But the regularly accumulating small issues get out to the spotlight when you least expect and cause an extra fuss.
For example, a harmless quarter bonus from an incentive carrot may turn into a general stumbling block even for the most effective departments.
If you fail to take timely measures, the company will start resembling an uncontrolled child living through the adolescence period. Those who have already had the family experience with teenagers need no further explanation. If you have this ahead, may the patience and wisdom be with you.
Fortunately, the modern business world offers sufficient knowledge and experience to avoid any confusion in your own company.
Let’s refer to the story of NUMMI car plant (GM and Toyota joint venture). At that point, GM plant in Fremont presented а never-ending battlefield for workers and managers with the fame of one of the worst car plants in America, and rightly so.
Toyota started with implementing its production management system at the plant (It is remarkable that they hired 85% workers of the former plant). As a result, NUMMI started producing high-quality cars in as little as three months. From 1984 to 2010 the plant produced about 8 million cars.
Meanwhile, GM needed almost 15 years to start treating seriously Toyota experience and implementing slowly the similar system at its own plants. Unfortunately, NUMMI story ended with the beginning of GM bankruptcy procedure. The cautionary tale, isn’t it?
Along with the fact that everyone is originally unique and individual, there is one more feature to be taken into account by the employer: which generation we belong to. Whether we like it or not, people born and grown up within the same time period have much in common.
We have hardly had time to grasp the difference between the ambitious baby boomers and the law-abiding silent generation and to realize what has been brought in our lives by the millennials who grew up with the development of modern technologies, and now it’s time to welcome young and unknown people. Meet the generation Z - people born after 1995.
"Our generation grew up with technology. It evolved as we grew up. This new generation has had it since they were babies. That's crazy. It fundamentally changes their way they understand and think about technology. They've never known life without it, whereas we knew life without the Internet”. Brit Morin, Brit+Co founder
You may object that the Gen Z is still young (the oldest representatives are 20+ years old) to be considered as potential employees. Not quite right. The young people grew up under different conditions, think in a different way, and behave differently - and it is better for you to get to know their habits, attitudes, and potentialities before you meet them as job seekers for vacant positions or as clients (which we would not exclude, either).
We decided not to wait and to clear out the issue in the nearest future, so we are collecting information on this topic. Follow our publications on our blog.
FRAGILE! HANDLE WITH CARE!
Insofar as people are concerned, never forget that a human being is a complicated and subtle substance. Even the strongest steel is subject to fatigue. Let alone people.
Never overload people beyond their reserves and never require anything impossible:
- if you are at risk of missing deadlines, hire additional employees for a short period to complete the work on time;
- if you need a focused specialist to perform some certain one-time task, hire such a specialist for the job to be done.
Things do happen, sometimes we start requiring from our own team to do things they will finally do, but we do not consider any possibility to save time and efforts.
Decision fatigue is a social psychology term describing the state of the person who loses self-control and ability to take effective decisions due to being tired of the chain of easy and challenging choices to be made within a day. As a result, at the end of the day, the person suffers the accumulated fatigue, and the decisions present either impulsive actions or the routine solutions, or the most harmless way out.
It is well-known that Steve Jobs, Mark Zuckerberg, and other famous people preferred and prefer the identical (or similar) clothes. Thus, they minimize the number of the daily decisions to focus on higher priority tasks.
Now just consider, for example, how many decisions during the day are taken by your managers who work directly with the staff. And after all, they bear responsibility for communication, people, and processes in general.
TRUST AND CHOOSE
Currently, the market offers numerous regularly updated tools and methods designed to rationally organize processes and facilitate decision making, and it would be unreasonable to ignore things created and tested in practice before and for you.
Hours counter, scheduling tools, incentive schemes…New products, new releases, and new possibilities...
Do not grasp your head anticipating how much information needs to be looked through to find another more effective solution, and how much precious time it will take. This task can and should be entrusted to those who specialize in such matters.
The sequence of actions is simple:
- find the team,
- assign it to the task to conduct the performance audit and to suggest the options to optimize the processes to a maximum possible extent,
- study the suggested options and tools,
- choose and…
- use the human mind achievements on a full scale!
The more so, as such a team is now can be contacted with a single button.
IF YOU LOSE, DO NOT LOSE THE LESSON
“Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his experience?” Thomas J. Watson, CEO of IBM
What else can we add to the words by the man of wisdom?
Except perhaps that everyone thinks back to his own story, which taught him anything. Collect such stories in your own safe place. Use them to create procedures to act in problem situations. Eliminate repetition of the similar errors. Demonstrate your employees that in any situation they can turn to you for help, without any fear that justifiable (or not) anger will be unleashed on them.
TAKEAWAY ITEMS FOR THE SUPER-EFFECTIVE TEAMWORK:
- proven processes and smooth communication at any level;
- considering the difference in the systems of values and potentialities of various generations;
- excluding any excessive loads;
- engaging outside experts if required;
- regular update of management tools;
- audit and optimization of working processes;
- delegating the low-priority tasks to the outside team;
- using any experience including negative one for constructive purposes;
- mutual trust and confidence of all team members.