On my first day of an assignment, I am being introduced by the “Organization's Stakeholder(s)” as a Consultant/Advisor who will “assist in making adjustments in the way we do business to set the stage for the growth we all know we can accomplish, but are not quite sure how to get there.”
UH-OH.
With that introduction, I must start my assignment by convincing the employee population that I am not here to “clean house,” take anyone’s place, or turn the place upside down. This - in and of itself - is not an easy task!
I begin by interviewing every manager in the organization individually, from the COO on down, asking each to share their thoughts as to how the company can be adjusted to run better and more profitably. In a small business or a family business, this question may not have ever been asked of them before. Some are hesitant to answer, uncertain of how it would be received. I assure them that all responses are held in the strictest of confidence, with no attribution at any time.
This is how I gain their confidence, so that the management group will speak their minds. For the most part, the interview is very enlightening for them. Once that word gets out, the entire process to get the information I need for the future becomes much easier.
From these interviews emerge “themes” concerning what people think the organization needs to remedy, in order to sustain future success. These themes can be:
- Lack of communications both up and down
- No Vision Statement or Mission Statement
- No Organization Chart or Job Descriptions
- “I am not sure to whom I report!!” is never a good thing.
- Reliable and timely financial statement
- Budgeting “we never know how well are project is doing”
- Recognizing both the Strengths and Weaknesses of the company
After the interviewing process has been completed and an interim report has been made, it’s amazing how much the staff has bought into the process!
The operative word is “ADJUSTMENT,” not change.
It works. Give me a call to discuss.
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