Are your People Problems really the issue? Take this mini-quiz
Are your People Problems really the issue? Take this mini-quiz
Check-off any of these people problems occurring in your organization:
[] Employees are not getting along with each other. Individually, each person appears to be hard working and capable enough, but when working together their personalities clash.
[] Conflicts exist between departments. One group blames another for foul-ups. They are unwilling to share information, key people, or resources.
[] Employee turnover is an ongoing challenge.
[] Employee theft is an ongoing challenge.
[] People are complaining about certain employee behaviors.
[] Your team’s service has been good, but you are having difficulty taking their service to the next level.
If your organization has none of the preceding issues, then either a) you are already your industry’s Service Icon™ or b) you have so few employees that no changes are needed (providing you plan on staying small). If however, you have circled one or more of the preceding scenarios, then you know you have a problem. The question is what’s the real problem? Frequently, managers conclude that they have a personnel problem. What often lies beneath this tip-of-the-iceberg, however, is a flawed infrastructure. These underlying systems not only affect morale but also impact productivity, customer satisfaction, and profits.
To see if your infrastructure may be causing the people problems, score your organization with a 0, 1, or 2 as follows:
0 = That’s exactly what’s happening in our organization.
1 = We are not as bad-off as that, but there is room for improvement.
2 = Statement does not apply to us. We have formal systems and processes that have addressed this issue.
[] Customer service training consists of a job orientation, then learn as you go.
[] Either no corporate mission statement exists, or there is one but no one refers to it or uses it in a meaningful way.
[] You either have no written service standards or you do have service standards but they are all focused on speed and fast turnaround times.
[] Employee and customer feedback goes to managers, but there is no formal system for converting feedback into product & service improvements.
[] There is no formal employee recognition system.
[] When it comes to developing employee skills, managers do more correcting and reacting than proactive coaching.
[] Training events and team-building events appear to improve productivity and morale momentarily, but eventually people revert back to the old ways interacting with each other.
[] Your Score (Maximum is 14)
What your Score Means
12-14 Congratulations! You have the systems in place to become your industry’s Service Icon.™
8-11 There is room for improvement with your infrastructure.
0-7 Your organization is vulnerable to employees and customers leaving. Time to focus on your infrastructure.
The bad news
If you scored less than 12, chances are that your people issues are actually just symptoms of deeper problems with your infrastructure. By infrastructure I’m referring to your formal systems for customer service training, service standards, customer feedback & implementation, and employee recognition. You can waste a lot of energy trying to fix the people problems, but unless you fix the underlying infrastructure, you are just painting over rust - the problems keep resurfacing.
The good news
Most managers think that fixing their infrastructure takes a huge amount of time and resources. That’s a myth. Working with dozens of organizations over the years, we’ve found the solutions to be surprisingly easy. We developed a process for making slight adjustments to the organization’s existing practices that creates substantial results. One client for example, a government crown corporation, found that within 6 months of making the adjustments … “employee morale improved significantly… employee productivity improved by 34% …and public complaints decreased fourfold” The bonus is the process can be conducted in-house by your own staff in just 90 minutes a month. So much for the idea that this requires an onerous commitment of time and resources!
Bottom line
If you are suffering from people problems make sure you’re not expending time, money, and management focus treating the symptoms of instead of addressing the underlying cause.
Are your People Problems really the issue Take this miniquiz - To learn more about this author, visit Jeff Mowatt's Website.
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I’ve discovered an interesting phenomenon when organizations bring me in to help ‘motivate their people.’ They may be suffering from customer complaints, staff turnover, or a lack of teamwork. At first glance, these appear to be front line people problems. What we frequently find however is that most problems involving attitudes and teamwork are actually just symptoms of flawed infrastructures. Let’s see if this could be true in your organization.
Check-off any of these people problems occurring in your organization:
[] Employees are not getting along with each other. Individually, each person appears to be hard working and capable enough, but when working together their personalities clash.
[] Conflicts exist between departments. One group blames another for foul-ups. They are unwilling to share information, key people, or resources.
[] Employee turnover is an ongoing challenge.
[] Employee theft is an ongoing challenge.
[] People are complaining about certain employee behaviors.
[] Your team’s service has been good, but you are having difficulty taking their service to the next level.
If your organization has none of the preceding issues, then either a) you are already your industry’s Service Icon™ or b) you have so few employees that no changes are needed (providing you plan on staying small). If however, you have circled one or more of the preceding scenarios, then you know you have a problem. The question is what’s the real problem? Frequently, managers conclude that they have a personnel problem. What often lies beneath this tip-of-the-iceberg, however, is a flawed infrastructure. These underlying systems not only affect morale but also impact productivity, customer satisfaction, and profits.
To see if your infrastructure may be causing the people problems, score your organization with a 0, 1, or 2 as follows:
0 = That’s exactly what’s happening in our organization.
1 = We are not as bad-off as that, but there is room for improvement.
2 = Statement does not apply to us. We have formal systems and processes that have addressed this issue.
[] Customer service training consists of a job orientation, then learn as you go.
[] Either no corporate mission statement exists, or there is one but no one refers to it or uses it in a meaningful way.
[] You either have no written service standards or you do have service standards but they are all focused on speed and fast turnaround times.
[] Employee and customer feedback goes to managers, but there is no formal system for converting feedback into product & service improvements.
[] There is no formal employee recognition system.
[] When it comes to developing employee skills, managers do more correcting and reacting than proactive coaching.
[] Training events and team-building events appear to improve productivity and morale momentarily, but eventually people revert back to the old ways interacting with each other.
[] Your Score (Maximum is 14)
What your Score Means
12-14 Congratulations! You have the systems in place to become your industry’s Service Icon.™
8-11 There is room for improvement with your infrastructure.
0-7 Your organization is vulnerable to employees and customers leaving. Time to focus on your infrastructure.
The bad news
If you scored less than 12, chances are that your people issues are actually just symptoms of deeper problems with your infrastructure. By infrastructure I’m referring to your formal systems for customer service training, service standards, customer feedback & implementation, and employee recognition. You can waste a lot of energy trying to fix the people problems, but unless you fix the underlying infrastructure, you are just painting over rust - the problems keep resurfacing.
The good news
Most managers think that fixing their infrastructure takes a huge amount of time and resources. That’s a myth. Working with dozens of organizations over the years, we’ve found the solutions to be surprisingly easy. We developed a process for making slight adjustments to the organization’s existing practices that creates substantial results. One client for example, a government crown corporation, found that within 6 months of making the adjustments … “employee morale improved significantly… employee productivity improved by 34% …and public complaints decreased fourfold” The bonus is the process can be conducted in-house by your own staff in just 90 minutes a month. So much for the idea that this requires an onerous commitment of time and resources!
Bottom line
If you are suffering from people problems make sure you’re not expending time, money, and management focus treating the symptoms of instead of addressing the underlying cause.
Are your People Problems really the issue Take this miniquiz - To learn more about this author, visit Jeff Mowatt's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Jeff FosterWebBizIdeas.com is a Minneapolis website design company founded to help people start an internet business by providing them with website, business, and internet resources that help foster the growth of successful online businesses and develop innovative Internet business ideas. We specialize in internet consulting & internet marketing. - Visit Jeff Foster's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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