Burger on a Bun Decision Making
When approaching any decision, it's important for individuals to maintain the healthy state of openness called for by WYSINWYG (what you see is never what you get). Remember that there is always more going on than simply meets the eye. Calling on all the skills, strengths and resources that are accessible, though not immediately apparent will produce vastly better results. Secondly, individuals should strive for balance in both their data gathering and their decision-making. Many factors can influence a final decision, not the least of which is emotion. Strong emotion easily clouds the process and can result in extreme solutions. Sometimes extreme measures will be called for, but generally they are not. Decisions that weigh both objective and subjective data and strike an effective balance are likely to succeed. Finally: keep it simple. Begin with what you know. Reduce the complex to the direct. Set clear goals and implement straightforward plans. Whether making decisions as an individual or as a team, the three principles provide the foundation for creating effective solutions.
In order to make a decision we first gather information and then make judgements about that information. This is true whether we are making personal or team decisions. But team decision-making is definitely more complex. For one thing, seven people on a team will initially bring seven different points of view as well as senses of priority, commitment and urgency. These and other complexities require that teams pay careful attention to the three-part structure of a team decision.
Let's start with the actual decision point. A wide range of data has been gathered and both objectively and subjectively analyzed. It's time to choose, and you do. Is that it? Has the decision been reached? Can we go home now? Not yet.
The decision point is really just the burger on the bun. It's literally sandwiched between two equally important elements in the process of reaching a final decision. The decision point is always preceded by your first impressions. These impressions derive from your data gathering and from your previous experience with the subject. Often first impressions will determine the outcome of your final decision because they'll shape how you assemble and analyze the information to begin with. Next element in the anatomy of a decision is the decision point itself and is produced as the result of active discussion. This is the culminating point of your efforts. It may occur entirely in your own mind for a personal decision or in a team's primary forum, the meeting. Meetings are an incredibly dynamic forum and reflect WYSINWYG and Chaos at their utmost. They are WYSINWYG in that more is always going on than meets the eye and chaotic in that there are profound behavioral paradigms active just out of sight. The final element of the anatomy is second thoughts. Second thoughts refer to the ideas, attitudes and opinions that you have following the decision point. Just because you've reached a decision doesn't mean you'll stick to it. Second thoughts run from, "I wish I'd said?" to the notorious "buyer's remorse." The extent to which first impressions and active discussion are effectively managed will determine the magnitude of second thoughts. The good news is that each of these three elements can be managed. When the underlying paradigms are recognized and employed as decision-making assets, extraordinary results will follow.
George Ebert is the President of Trinity River Seminars and Consulting, a firm specializing in the custom design and delivery of team building, personal growth and ethical development programs. Mr. Ebert is a highly sought after speaker, educator and consultant with over thirty years experience in both the public and private sectors. He has presented widely throughout the Unites States. He is the author of the management cult classic, Climbing From the Fifth Station: A guide to building teams that work!
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Keeping and Motivating the Best Employees
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In "You Win With People" we talked about the need to hire the very best people to build your team. Now that you've done that the question becomes, how do you keep them, and how do you keep them motivated.
Much has been written about Employee Retention and about Motivation. But most of what has been written has been written in terms of the average employee. In fact, if you are measured at all by your company in this area, it's almost always a measurement of employee retention. But all turnover is not bad turnover, so a retention measurement is actually a false measurement of how you're hiring and firing practice helped the company.
So back to the question. How do you keep and motivate the best employees that you've hired? All human beings have basic needs that must be met, starting with food and shelter. So it's obvious that you must pay a fair wage and provide adequate benefits or people won't be able to stay with you. But once the basic needs are met, does it require more money or more elaborate benefits packages to keep the best employees?
In reality, neither are truly required.
Pay and benefits only go so far, and the best employees, the intelligent, self motivated, team oriented, results oriented employees are not out to squeeze the last dollar from their employers. The best employees have other needs that must be met and the good news is that you, their manager can meet these needs yourself.
Recent studies of highly motivated employees show that once their basic needs are met that other factors keep them motivated and interested in their jobs. Here are the 12 questions that the best employees want to be answered:
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work
right?
3. At work, do I have the opportunity to do what I do best
every day?
4. In the last 7 days, have I received recognition or praise
for doing good work?
5. Does my supervisor, or someone at work, seem to care about
me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel my job
is important?
9. Are my coworkers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last 6 months, has someone at work talked to me about
my progress?
12. This last year, have I had opportunities at work to learn
and grow?
It's important to note that of these 12 questions, 11 of them (all except number 8) are controlled locally by the employee, the manager, or the supervisor. This means that the first and second line managers have enormous control over their ability to motivate and retain the talented employees that they've hired. You can even argue that you directly impact number 8 based on how you represent the company.
Look back at your own career and think about the people you've worked for and which one's you were most willing to follow. Were these the needs that that leader met for you?
Goals and Objectives
Picture this scenario and see if it seems familiar to you.
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"Sure boss. What would you like them to look like?"
"You know. The usual. Increase productivity by 10%. Reduce your headcount by 15%. Implement some new controls. Oh, and I need them in two days."
Frankly, I've had this discussion about 25 times in my career and it always made me just a little bit crazy. Without any real look at what is going to happen this year, or any idea what the top executives are shooting for, I'm going to lay out my department's goals for the next year. Then I'm going to drive my people to meet these goals so that I get a good review and an increase in salary.
Not only does this scenario ignore the direction that should be set by the top executives, but it also misses the single most important reason you are in business..... The customer. So, while you're out doing the victory dance for meeting your objectives, your customer is sticking sharp pins into a voodoo doll that bears a remarkable resemblance to you.
Let's cut right to the chase here. When you create your departmental objectives based on the above conversation, the only thing you are really thinking about is getting the task complete so that you can check it off your list. You're not thinking about customer satisfaction, or how you are going to improve quality, or even major initiatives that you know (or don't know) are coming your way. You're thinking about getting the boss off your back.
And why not? The exercise above is just that, an exercise.
So, how should objectives really be set?
From the top down. The very top. The CEO of your company should be sitting down with his top executives and laying out the 2 or 3 top priorities for the company for next year. Those priorities represent the vision for the company. Each executive takes those 2 or 3 priorities and determines what they can do to support the vision. Working together the executives assure that the goals that they are passing down to the next level of management are consistent with each other and with the overall company goals.
Nothing can do more damage to a company and its customers' then major functional areas with conflicting or unrelated goals and objectives.
After the buy in has been received at that level, those visions and goals are passed down to the next level of management, where more specific goals and objectives are designed and shared with their customers. It's critical that everyone in the company see and understand the vision from the top, and that everyone understands what they are doing to support the vision. By developing a company vision at the top and then developing goals and objectives that explicitly support those goals you can then be sure that you are supporting the companies true goals. Then when you look at what you have accomplished for the year you and your customers will be looking at the same results.
So, how should you act on this?
Start now. And start by asking your boss for the goals and objectives of your senior executives so that you can stay in synch. Plant the seed that you would like to see them to make sure you are marching down the right path and then share what you have developed with your customers. If nothing else it will highlight where you and your customers are going.
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