There are 5 to 7 things that we need to master to be good at our job – not a million, not even 50 or 20, Just 5 to 7. Let’s identify them and focus all our attention on these few items.

If you need help to know what these items are, go to your boss, ask for help to identify the key elements that are essential to getting the results you seek – and upon which you are being rewarded. Then determine to say no to everything else.

You will suddenly find yourself looking forward to getting in to work again. Your day will feel like you have an extra hour or two and your results will skyrocket!

Because all success is focus and concentration.

This is how we simplify the workday again to a reasonable human load. Everything beyond the 5 to 7 key items is simply a distraction and a dissipation of our energy.

One of the most distracting elements in our day is information. We are suffering from information overload. It is estimated that 28% of a typical workday is wasted by interruptions caused by unnecessary information. No wonder we don’t have time to get our work done at work.

We treat everything as if it is critical information, killing our productivity without knowing it. Instead find the key items and devote yourself to being the best in these few areas. Your progress will be rapid – you will feel better about your job and you will be less stressed.

Enjoy this video on Information Overload Syndrome. Thanks Xerox!

Jamie MacDonald

Principal/Facilitator

www.maximumimpact.ca

He had attended a management training conference five months ago and had discovered a number of key management strategies that he wanted to see implemented with his team.

He had returned from the conference and enthusiastically worked on instituting the changes. For the first few weeks his management team went along with the new ideas, but as the weeks went by he started to see his team slip back into the old modes of operation. As with many companies this year, they had to downsize and the work load for most managers increased. With the increased work load it was easier for his managers to revert to old habits than to make the changes “stick”.

So the question of the day was… what he could do?

If we were honest with ourselves we would have to agree that we have all found ourselves in similar situations in our own companies or departments. We invest dollars in new programs and new training, only to see it fall by the wayside in a few short months.

Can anything be done to help ensure that these training programs actually “stick”?

Naturally those who work directly with the workers are the ones who can insist on new procedures use and so can build real value into the training. What happens though, if you are not a line supervisor but rather a staff person or possibly an outside consultant? You have an important role in the company in helping the organization get the results it needs. Though you are there to provide the “technical” assistance to the line supervisor, it is not your job to do the reminding to the workers.

Here are four fundamental points that must be carried out in order to get training to “stick”:

Assign responsibility for getting results

Too often when new training is introduced, line managers assume that it is the owner or their immediate supervisors, or possibly the staff manager or even the consultant who is responsible to ensure that the proper results come from the new procedures or training. It is important that those responsible for the results of the training understand that they are going to be held accountable. My client can certainly communicate this to his managers, even late in the process.

Get adequate coverage

This means that every person who needs training gets training… and they receive refresher courses when needed. And for the supervisor, the more that they know about the training, the better she can supervise its application for continuing results. You wouldn’t think of going to a surgeon who hadn’t received refresher training on his procedures, so why should you think your employees any less important. In this case, my client could take his management team to the training to ensure that they receive the training they need.

Provide for coaching

Coaching can be given to supervisors and workers by their own bosses. “Coaching” in this context includes the refinement of the content material as well as the development of desire and interest in the value of training to the individual.

Remember that every supervisor reflects the thinking of his boss. If you as the owner or department head show interest, your supervisor will also show interest. If you consider it important, your workers will also likely consider it important. On this point, my client had gotten it right, but unfortunately, his managers weren’t as convincing to their team members.

Report results to management

Busy executives need to know what is going on so that they can appraise results. If, as the owner, you never ask how the training is going, or expect your team to report the results of the new training, don’t be surprised to see it soon go by the wayside.

Exactly how this information is to be conveyed, how often, and in what form is a matter of company preference. The purpose of any report or periodic review is to show the relative improvement accomplished by the use of a particular program. With my client’s team, they were “too busy” to make these reports and this resulted in the end of the program.

Above all else, when the training is working out the way it should, make sure that the managers who have been implementing the training, and getting the desired results, receive the proper credit. Giving credit is the most powerful force to stimulate interest, enthusiasm, and continued action.

Companies that consistently invest in the training of their employees lead their industries. However, it is training backed by the four fundamentals above that will allow you to “make it stick” to your team!

Neal Diamond

Business Improvement Strategist

www.maximumimpact.ca

Remember your first supervisory job? I still remember mine. And some of those memories are, frankly, not pretty.

I had been hired as the operations manager for Canada’s largest private trucking company. I had minimal trucking experience and barely knew the difference between a brake pot and a tea pot! Nor had I ever had to deal with getting a union to cooperate with the management team. Now I had all of that and more besides!

When a new machine is installed in a department, a handbook comes with it! There may even be a technician specially qualified in how that particular piece of machinery works, or directions on how to keep it in good operating condition, and even what to do when it breaks down.

Supervisors get new people arriving in their department all the time, but for some reason the handbooks don’t come with them! And they never seem to arrive.

How do we keep those new persons in top shape? How long is the warranty on this new employee? And what will you do if they fail?

Yes I understand Management wants output and quality. But output and quality always require the loyalty and cooperation of people, in addition to what those machines can accomplish.

And is it possible that supervisors can do something which will improve loyalty and cooperation?

Remember employees tend to judge the whole organization in terms of the treatment they receive from their immediate boss. When 95% of employee turnover is a result of “not getting along” with their Supervisor the pressure is squarely on that relationship.

Today thousands of people in supervisory positions were operators just a short time ago. And in the coming months and years thousands more men and women will assume supervisory jobs – as aging Boomers move into retirement or as is frequently happening, semi-retirement.

Some of these people have experience, some do not. But regardless of their history, they must quickly learn to work through their people. They must recognize that they can get their jobs done only through the cooperation of the people whose work they direct.

Failure to do so will not only hurt the enterprise, but jeopardize that newly minted Supervisor. Trust me I have felt that challenge!

I was the youngest person to be promoted to a terminal manager’s position. When I arrived at the terminal I had been with the company only four years. The terminal manager I was replacing had almost 30 years with the company!

The office manager had 20 years under his belt and the union lead hands, 23 and 24. It made for some interesting first days, but in my 8 years of management in that terminal, we had minimal grievances, we never had a strike, and only once did we end up in arbitration.

Most importantly we were successful in our business, while some other key trucking companies were closing their doors

Every great enterprise has great leaders at all levels, and being a good supervisor means that the people in your department do what you want done, when it should be done, and the way you want it done…

But most importantly, they do it because they want to do it.

That is the lost art of motivating people for maximum results.

More on the “Magic of Motivation” next time.

Neal Diamond
Consult Executive
www.MaximumImpact.ca

Last evening I shared a few thoughts with an exciting group of leaders – all serving at their own time and expense for a wonderful Vancouver charity.

I suggested that they can really take this organization to a higher level of contribution and fulfillment.  What can keep these professionals from making the most of this opportunity to serve?  There are seven rules for the internal strengthening and success of their team.

And whatever team you are a part of – you want it to be a high performing team. No one wants to give heart and soul to a mediocre team – in fact no one will.  This is why so many organizations fail to live up to their mission, fail to accomplish their unique reason for existence.

According to performance guru Blair Singer there are certain “rules” for playing and winning on a championship team.

Here are 7 of Singer’s rules for the internal strengthening and success of their team:

1. Be willing to support our purpose, our goals, our rules. You’d think this was obvious, but no – not everyone on your team is really on board with the purpose and goals – they are acting for themselves not the team and they need to find another team.

2. Speak supportively to one another and always speak with good purpose. Words are tools, and can build or tear apart.  Watch the tone when speaking to your team – no one signed on to be disrespected by you! No ethnic jokes, no gender jokes, no swearing – always speak health, life and abundance, not blame, lack and excuses.

3. Acknowledge that what is being said is true for the speaker at that moment. Take a deep breath.  Stay engaged – don’t dismiss others’ comments in your mind as “the dumbest thing I ever heard.” You may discover that some points of view are equally valid to your own!

4. Complete my agreements – 100%. You are on time. You are ready to go with your commitments met.  This builds trust and raises everyone’s commitment to the team.

5. Clean up a mess at the earliest possible moment. Sure sometimes things happen – you book two meetings at one time, or you just plain forget something.  Don’t sweep this under the rug as if it didn’t happen – take responsibility and apologize.  Explain what you’ve done to make sure it doesn’t happen again.

6. Commit to win, as a group.  Allow others to win on the team too. It’s a team – the whole team either wins or loses – there is no half-win – no win for me and a loss for the team.  So commit to play ALL IN.  And ensure others on the team feel they are winning too.

7. Agree to agree. This does not mean giving up your position to keep the peace – no it is the opposite of that!  It means committing to talk things through and discuss until everyone can agree, without anyone “losing” the discussion, or their ground. Compromise is not always a good thing.  There must be a commitment to agree, so everyone can win together.

The potential they have in their hands is incredible.  The potential you have on your team is awesome.

Make these rules the rules for engagement and see what can be done!

Jamie MacDonald

Principal / Facilitator

Maximum Impact Training & Development

604.839.8051