I remember the first time I tried to change a process at work. I was a new manager, full of aspirations and eager to prove myself. Of course, I did not yet know that to implement changes, you need the entire team to accept it. As a new manager, I ordered the changes. It was a fiasco, and those changes did not take more than a few weeks to go back to the old ways.
I tried to understand what exactly happened and why I was not successful. Then it hit me. My ideas were good, but not understood.
Managers are in charge and we often talk about targets, goals, and visions. Our employees are more concerned with their day-to-day jobs. Managers may have good ideas, but that does not matter until we show our employees that change is good for them, as well as the business.
Instead of pushing my own ideas, I decided to talk with the employees one-on-one. Most of them gave me the same answer “We’ve always done it this way.” According to Forbes (1), this is the most dangerous phrase in business.
To combat that attitude, I spent a lot of time on the floor talking and working with them and asking questions. Employees started to realize that I cared and was trying to understand what their job was. I realized they were the experts, and I was only a manager.
At that time, I decided to experiment with an innovative approach. I brought together a team of employees and told them as experts, I need their input to make the process more efficient. Being with them on the floor more often, they were more willing to talk and give their ideas. They are the ones who have the best ideas if you listen to them. They are doing the job every day and know what is working and what is not.
My team brainstormed ideas, we chose the best ones and then decided to implement them. Then I asked for a volunteer to implement these ideas. We had a plan, and everyone was excited to try them. As a condition, we agreed to meet every week to see the progress. After a few weeks, productivity and efficiency were much better, and the employees got the credit for a successful operation.
This is where I believe I became not a good manager but a good leader. This is when I understood the phrase “Your employees can make you or break you.” We need to encourage employees to take action to improve performance. That was my first project that led to process improvement. This is when I learned something new. When I understood them, their ideas were better.
Thirty years later, I still believe no project can be successful without the Subject Matter Experts (SME) and the employees collaborating on the change. As a consultant, I use the same approach. By understanding what clients are doing and working alongside them, we can create lasting improvements. That has helped me become a better leader and a better consultant.
At MSSBTA, we take the time to understand your business and your employees. We work together, collaborating with your employees, to make your company successful.
References:
1
Ben Zimmerman, “The Most Dangerous Phrase in Business: We've Always Done It This Way.” Forbes https://www.forbes.com/sites/forbeslacouncil/2019/01/28/the-most-dangerous-phrase-in-business-weve-always-done-it-this-way/?sh=232844a940f7