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 Less Talk, More Action Client The manufacturing division of a global Fortune 100 technology corporation Situation Although the division’s production team was working its hardest and doing good work, it was missing deadlines, which hurt corporate financial performance. Division executives knew that because of upstream problems in design and prototyping, the team often spent too much time modifying the manufacturing lines so that product met client specifications. This caused production rates to slow. The executives were also aware that team members, who were highly skilled specialists, were overworked and morale was low. They wanted to take care of their people and fix the process problems, and do it in a way that was in line with corporate core values. The MMI Approach There are no ready-made answers, especially when an organization is as complex and fast-paced as a global Fortune 100 company. In this case, the manufacturing division’s executives recognized the need for change, but needed direction and fresh ideas. Our approach was to facilitate a session with the executives and guide them through a series of seemingly simple questions that were asked and answered thoughtfully in a safe environment. We have found that this approach leads to the “mental explosions” that move participants to new levels of understanding and better decisions as leaders. Results The fundamental question for these executives was, “how do we create an environment where people want to do their best work?” The breakthrough came when they realized that as leaders, their actions said everything. They had an obligation to communicate honestly and clearly and consistently follow through on what they said they would do, if they wanted their people to do the same. They had to instill confidence so their people would be encouraged to do their best work. The executives realized that to foster change, they had to listen actively with the mindset, “What did we learn, how can we apply it now and move forward?” As leaders, they had to set the example. The executives also acknowledged that their people wanted to know they were making a difference with their work. Individuals wanted to feel connected to their work, and have a sense of personal accomplishment as well as a sense of community and the bigger picture. The executives committed to offering public recognition for successes. Another session outcome was that the executives committed to making an ongoing conscious effort, holding themselves responsible to reflect each day on the question: “What can I do today to make this a better environment?” After this facilitated session, the executives went back to their own people and held similar meetings to discuss their leadership commitments. Within several months, the work environment became very different. People felt valued and motivated to do their best work, and executives were supporting team efforts by publicly recognizing and rewarding accomplishments. People began to stretch themselves to achieve more than they had before – and more than they had thought possible. The team was able to shorten process development times dramatically and began to meet production deadlines more easily. Client Feedback “We were all smart leaders, looking at things the way we normally do. Mike came at the issue from a different point of view, asking us questions that opened the conversation to deeper and better solutions.” – Vice President/Plant Manager  |
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