New Hampshire

Innovation, Change, Progress & Sustainability

Process Improvement addresses the skills and actions that help to progress a situation, improve performance, drive and adapt to change as well as doing what it takes to become or maintain a leadership position in your respective industry.

In this section, there will be tips for individuals, teams and organizational leaders. Please send your questions to your Carnegie Coach at Deb.Titus@DaleCarnegie.com

June/July 2009

Dear Carnegie Coach:

I am greatly dissatisfied with the work that three of my four employees have been doing for me. Having recently started my own business, I am concerned that my clients will see my team as one that is always moving backwards. Despite having told each worker numerous times the ways in which individual tasks should be done, each continues to do many of the same things incorrectly. I am frustrated with what seems to me their incapability to change. These days, all I find myself doing at work is reprimanding behavior, or redoing much of the work myself. I am getting nowhere with these people, and do not know if there is any way to make this situation better. Any suggestions?

Geoffrey

Dear Geoffrey:

Instead of criticism, which can wound pride and arouse resent, try using positive feedback for the things that your employees are doing correctly to create change. The resentment that criticism engenders can demoralize employees, and still not correct the situation that has been condemned. Sharp criticism and nonstop rebukes almost invariably end in futility.

• Observe and Coach. Sometimes the hardest thing to do is to stop doing things ourselves and start leading others to do those things for us. Continue to watch your employees' performances, but instead of reprimanding, coach them on how to improve. Then show your employees that you actually trust that they can do what it is you want them to do.

• Don't forget to give praise, positive feedback and celebrate successes. Any good professional behavior on the part of your employee deserves your attention as much as any bad behavior does. Both cases provide an opportunity for your company to foster progression. Using only the latter scenario to better your company will leave you with few success stories and an increasing level of mutual resentment. Appealing to one's pride is actually much easier than trying to lead someone to change. People want to be recognized for the good work they've done. Positive feedback and appreciation will foster not only the personal bonds had between you and your coworkers, but between your employees and the very work they are there to do. Provide your workers with encouragement, and be grateful for all effort being put forth.

• When we are dealing with people, let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion, creatures bustling with prejudices and motivated by pride and vanity. What is it that inspires you to do your best work? Have you considered what things might be fueling the work of your employees? Although unique to each worker, professional drive has a basic core to which everyone can relate.

• Discover your essential similarities, and use this knowledge to inspire others to cooperate, instead of mandating that they do so.

If you must criticize, make sure your criticism is constructive. Instead of condemnation, try understanding why it is that your workers are not making strides toward a goal you expect them to own. Do they truly understand the goal that you supposedly share?

Consider the problems that your workers might be having. Consider employing sympathy, tolerance and kindness. "A great man shows his greatness," said Carlyle, "by the way he treats little men."

May 2009

Dear Carnegie Coach:

Over the past few weeks I inherited new responsibilities at work. I'm excited to learn new things, although I'm finding it difficult to effectively organize my time. I like to get tasks done right away and having them hanging over my head makes me nervous. What can I do to reduce my anxiety and better manage these additional activities?

Martin.

Dear Martin:

Process improvement also includes the individual contributor's processes that help them get their work done. Efficient multitasking takes practice and is achieved when one has familiarity with their responsibilities - you'll get there.. It is perfectly normal to feel a bit anxious; it's much more productive than apathy. This shows you possess a strong sense of responsibility. Relax. In time you will be an expert in dealing with multiple demands and organizing your time.

Here are a few tips:

1) Communicat UP and Clarify. Be sure you are clear on the outcomes you are to generate with these new activities. Speak in terms of the company's needs, not your needs. This is a great opportunity to demonstrate that you are a systemic thinker; you do not want to approach new activities in a silo.

2) Make a to-do list. Prioritize duties with most importance and reward yourself when you cross an item off.

3) Set realistic goals. Break up each task into small steps and just do it. Start small and you will be amazed how easy it is to finish.

4) Work on one thing at a time. Multitasking is good if you are familiar with your duties. When you are new at something, concentrate on that one thing until you master it.

5) Stay focused. Avoid distractions, minimize interruptions and concentrate on the project at hand.

6) Think positively. Instead of dreading a task, overcome negative feelings by thinking of the enjoyment and the relief of getting the job done.

March/April 2009

Dear Carnegie Coach

We're a a young and still rapidly growing company with a team of 18 people. All 18 of us are under the age of 35. We often sit back and marvel at our success and it's of my opinion that collectively we're approaching a time that is requiring us to be tough on ourselves, challenge ourselves to be sure we continue to grow. In some ways, I think we haven't had any speed bumps. As a result, I'm afraid that when we approach one, we won't know what to do. What advice so you have?

I look forward to your response.

Dan

Dear Dan,

Congratulations to you for recognizing the important point in your business' growth chart. You are correct, having plans to navigate unexpected speed bumps is important. It is vital. The companies that plan for obstacles are nimble. Even if their plan b doesn't connect, their mental agility is tuned up.

Here are a few things to keep in mind for your management plan:

1. Keep a vision in sight - always. have it defined and be sure it is updated.
2. As is: have a clear picture of your current reality. Depending on the pace of your industry and company, this may be a daily monitoring activity.
3. Reminder of your Mission and Values: the reason why your organization exists. This important because often times, the speed bumps are a manifestation of loss of focus and identifying with purpose.
4. Define key goals/targets - these will each be instrumental to realizing your Vision. They need to be clearly stated with SMART criteria (specific, meaningful, attainable, realistic, time-phased).
5. Action steps - have these spelled out as critical path to goals.
6. Obstacles - to be proactive, consider what could go wrong. That could be a great question prior to solidifying a decision. Or consider what you can anticipate.
7. Contingency plans - what resources would you need to have in place to better manager the obstacle. What would be a work around that would not compromise the outcome? Have a "What if?" meeting. This can get some great ideas out from the group. Again, this builds mental agility, keeps morale in place.
8. Communication plan

January/February 2009

Dear Carnegie Coach:

My company is currently under new management and I don't know what to expect. There are so many changes happening that I feel unsure if I will even have a job tomorrow. I am afraid of what my future holds and what might happen next. I feel like my whole world is falling apart.

Nadia.

Dear Nadia:
There are always changes in the business world. We picture the worst scenario and become anxious of the dramatic changes we could be faced with, but when you really think about it, change is not a bad thing. In this situation, try these following tactics:

1. Avoid being overly emotional. It is obvious that any potentially major changes in life bring emotions. However, very often we let these emotions take a toll and affect our everyday relationships as well as our performance at work. If we become blanketed in our emotions, we start to lose focus and miss out on newer information.
2. Don't panic - put that energy into getting more information. At this point in time you probably have a thousand questions swarming in your head. Don't let your mind run wild making up answers. The best thing that you can do is to ask every question you think of. Find out what other employees have done in similar situations. Take an assessment of what you can do if your worst fears are realized - what are the opportunities in your community, what other jobs are you qualified for, etc.
3. Negotiate the halftime of your life. Change can be a good thing. At this time you could create a focus and mission for yourself. Try to think about something that you have always wanted to do, but haven't had the opportunity. Perhaps you have a dream that you can finally realize if you find yourself out of a job.
4. Manage your stress. If you begin obsessing about the negative, remember to count your blessings - your family, your health, your talents. Even though you think what has happened is the worst thing ever, just read a news magazine to realize how much you have. Don't think too far into the future and use day-tight compartments whenever possible. Your concentration should be on your work at the moment. Set short-term goals to feel better when you get them accomplished.