Just over a month ago I posted on Tools and Simplicity – regarding a challenging organizational behavior problem that I was facing at Gray Line. Thanks to those of you who took the time to offer some on- and off-line counsel to a brother.
I did my best to listen – to the wisdom you shared, to my partner, and to my teammates. I also did some reading, some coaching, some thinking and, of course Andy, some praying. And I am pleased to report that things are getting better. While a very emotional and challenging subject… the improvements that were ultimately implemented are actually pretty simple – or at least straight forward – for the most part.
The steps that we have taken can be divided into three segments:
1. Let ‘Em Do Their Jobs
2. Communications, and
3. Build Trust
So here’s my report:
Let ‘Em Do Their Jobs
1. Simplicity: Mark and I are making it a point to provide input to key managers at scheduled intervals as opposed to when new ideas come to mind unless it’s urgent. This seems to provide a filter that reduces time spent on activities of marginal benefit.
2. Simplicity: By the end of March we will have developed OGSM’s (Objectives, Goals, Strategies and Metrics) for each of the company’s managers. These written expectations provide clear direction for leaders and provide a means for holding them accountable for results.
3. Tools: We have drafted a company-wide planning calendar. This resource provides a snapshot of what is coming up so that everyone knows what must be done and when; we can work proactively rather than reactively; and then there are fewer fire drills required to get key company activities completed.
4. Tools: Provide expertise. We have determined that the management depth and processes in our operations area are inadequate and contribute to high anxiety throughout the company. So we’ve shuffled the deck chairs internally to improve leadership and hired an operations-focused coach for the team.
Communicate
Probably the most important effort, we’ve done a few things to make sure that people know what’s going on and can get their questions answered.
1. We’ve restarted an employee newsletter that goes out once per month
2. We mounted a TV on the wall that will permit us to display and reinforce key messages and objectives
3. We’ve begun a weekly conference call that is open to all employees where we provide updates on financial performance and strategic initiatives
4. We have become directly engaged in operations matters to be certain that we understand the challenges faced by sales people, schedulers and dispatchers and can provide direction in advance of problems occurring
5. We’ve scheduled a series of events to chat specifically with our drivers – this least in the office and most important group of employees
Build Trust
This category seems to be the most elusive of our challenges. Over the last two years we’ve tried bonuses, titles, an improved office environment, team building activities, bowling and buying beer on Fridays to build trust. Yet, the question still seems to be “just who are these new owners and what in the heck are they trying to do!?” So, in this iteration we hope that empowering people to do their jobs and improving communications can provide a foundation for improved trust amongst our professional team.
Of course credit should also (maybe primarily) be given to our emergence from the seasonal downturn in our business. Cash flow cures lots of anxiety. And, as Mark is fond of saying, “performance solves this problem.” Spring is here, we are on daylight savings time, the buses are rolling and we are modestly ahead of budget through the first quarter. No wonder moods are better.
Empowerment to perform, improved communication, trust building and a little cash flow have moved us in the right direction.
Tools and Simplicity! We’ll see what’s around the next corner.
I did my best to listen – to the wisdom you shared, to my partner, and to my teammates. I also did some reading, some coaching, some thinking and, of course Andy, some praying. And I am pleased to report that things are getting better. While a very emotional and challenging subject… the improvements that were ultimately implemented are actually pretty simple – or at least straight forward – for the most part.
The steps that we have taken can be divided into three segments:
1. Let ‘Em Do Their Jobs
2. Communications, and
3. Build Trust
So here’s my report:
Let ‘Em Do Their Jobs
1. Simplicity: Mark and I are making it a point to provide input to key managers at scheduled intervals as opposed to when new ideas come to mind unless it’s urgent. This seems to provide a filter that reduces time spent on activities of marginal benefit.
2. Simplicity: By the end of March we will have developed OGSM’s (Objectives, Goals, Strategies and Metrics) for each of the company’s managers. These written expectations provide clear direction for leaders and provide a means for holding them accountable for results.
3. Tools: We have drafted a company-wide planning calendar. This resource provides a snapshot of what is coming up so that everyone knows what must be done and when; we can work proactively rather than reactively; and then there are fewer fire drills required to get key company activities completed.
4. Tools: Provide expertise. We have determined that the management depth and processes in our operations area are inadequate and contribute to high anxiety throughout the company. So we’ve shuffled the deck chairs internally to improve leadership and hired an operations-focused coach for the team.
Communicate
Probably the most important effort, we’ve done a few things to make sure that people know what’s going on and can get their questions answered.
1. We’ve restarted an employee newsletter that goes out once per month
2. We mounted a TV on the wall that will permit us to display and reinforce key messages and objectives
3. We’ve begun a weekly conference call that is open to all employees where we provide updates on financial performance and strategic initiatives
4. We have become directly engaged in operations matters to be certain that we understand the challenges faced by sales people, schedulers and dispatchers and can provide direction in advance of problems occurring
5. We’ve scheduled a series of events to chat specifically with our drivers – this least in the office and most important group of employees
Build Trust
This category seems to be the most elusive of our challenges. Over the last two years we’ve tried bonuses, titles, an improved office environment, team building activities, bowling and buying beer on Fridays to build trust. Yet, the question still seems to be “just who are these new owners and what in the heck are they trying to do!?” So, in this iteration we hope that empowering people to do their jobs and improving communications can provide a foundation for improved trust amongst our professional team.
Of course credit should also (maybe primarily) be given to our emergence from the seasonal downturn in our business. Cash flow cures lots of anxiety. And, as Mark is fond of saying, “performance solves this problem.” Spring is here, we are on daylight savings time, the buses are rolling and we are modestly ahead of budget through the first quarter. No wonder moods are better.
Empowerment to perform, improved communication, trust building and a little cash flow have moved us in the right direction.
Tools and Simplicity! We’ll see what’s around the next corner.