Is There a "Quick Fix?"
April 22, 2011
By Bill Harrison
Let me address this as clearly as I can -
There is no magic bullet; never has been, and never will be. The concept of a "quick fix" is often foisted on company leaders by random consultants and/or authors of the latest and greatest business book, video or CD set.
"Are there fixes, though"?, you might ask. "Things are so chaotic now and there is a lot of uncertainty in the market". What can we do?
First, ask yourself this question: "Am I willing to do whatever it takes to get my team to per-form at the next level?" Most folks answer "yes" without equivocation.
Then answer this question: "What if it takes a year or more?"
Did I hear a groan? Most folks are willing to do what it takes until they find out the time frame required.
But think for a moment. Wherever you are is where you are. Do you agree it could be better? Well, how long did it take you to get here? I bet it wasn't overnight.
Next, who is responsible for where you are? Don't even go there and blame your team members or other managers. You are where you are because of what you allowed or in some cases taught your team members was OK.
Skeptical? Want to bet some big money on it?
Change Starts Where?
Yes, change starts with you.
If you want to keep doing what you have always done and get a different result from your team; then you are in serious, serious trouble. Let me say bluntly that doing the same thing and expecting a different result is insane. The fact is that when you do make a positive change, and sustain that change, your team must respond.
The good news - some change quickly in a posi-tive direction; some more slowly but still positive. The bad news - some will never change; or might even get worse. Make those folks a "free agent" as quickly as possible. Encourage them to work for your top competition.
Most team members resist any change because they doubt the leadership will stick with anything. And why do they think that? Because you have a history of it. Skeptical?
Many still aren't getting serial numbers on installs, or getting service tickets filled out properly, or get-ting daily logs filled out completely on new con-struction. Yet, didn't you say this was required. Maybe you are still talking about it. The effort and energy required to get even these simple tasks completed can be monumental. So, you mention it from time to time; sometimes get very upset, but then you just accept it.
Now, can you think of any other examples that might fit this description? I have seen hundreds of examples; and continue to see them with almost every client.
Positive change takes effort - and it takes it from the top; consistently!
Struggling with this? Call The Coach!
Copyright 2011 by PLI, Inc.
The Phoenix Leadership Institute, Inc.
P. O. Box 1403, Centreville, VA 20122
Tel: 703-909-8230, Fax: 703-743-1644
PHCC Educational Foundation.
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