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Atricle Dump - Hidden Consultants Within Your Organization
People will do something—including changing their behavior—only if it can be demonstrated that doing so is in their own best interests as defined by their own values.All of us delude ourselves about our achievements, status, and contributions. We overestimate our contribution, and take credit for successes that belong to others. We have an elevated opinion of our skills and our standing among our peers. We ignore our costly failures and exaggerate our impact on net profits.These delusions are a direct result of success, not failure. We get positive reinforcement from our past successes, and we think that they portend great things in our future. This wacky delusional belief instills us with confidence, however unearned it may be. It erases doubt and blinds us to risks and challenges, which isn’t all bad. If we had a complete grip on reality, we might be chronical
Then, after I’ve heard an important statement and verified it with others, I’ll figure
The purpose of internal audits is to continually improve the management system. When I refer to management system, I mean quality, environmental or your business management system. In either case the internal audit should be a intricate part of the management system you are utilizing. Most often the internal audit process or function is under utilized and viewed as a necessary evil in order to meet the requirements of a quality standard.The time constraints on individuals makes it harder to free employees up to plan, execute, document and follow up an internal audit. The effort to transition internal audits to improvement based, does not make that issue any easier. In order to conduct a meaningful, effective audit that promotes and facilitates continual improvement, the auditor must spend an adequate time preparing. The preparation of the audit dictates how effec
Why listen?
The best reason for listening to employees and customers is that they have a detailed understanding of your company's problems. They're close to day-to-day operations so they see what's happening and what's wrong. When you implement their ideas they’re committed to success because of their personal involvement. The result is a fast implementation of change, with a high probability of success.
So why don’t companies listen to employees and customers? Based on my own experience, here are the primary reasons why companies don’t take advantage of their hidden consultants:
No Clear Summarization
First, we don’t hear recommendations from employees and customers in a clear summarized way. We interact so much with these people that the recommendations aren’t separated out from everyday comments. A profound statement is dropped casually into a conversation on another subject, and we miss the importance of the statement.
When I'm working as a consultant doing interviews with employees and customers, I often hear significant statements, but I notice them because I’m listening for them. My brain is focused on gathering important information, and so I’m able to separate out the irrelevant stuff from the important things. Most people don’t listen that way on a day-to-day basis.
Then, after I’ve heard an important statement and verified it with others, I’ll figure o
People often ask me if I think they have what it takes to be an entrepreneur. There is no “one size fits all” quality. Entrepreneurs each have strengths in different areas. Some of them are amazing operators who make remarkable things happen on a limited budget. Others are geniuses in their area of expertise and they transform their entire industry. Still others have a knack for finding a hole in an existing market and successfully exploiting it to turn a profit.Some of the most successful entrepreneurs I have seen are re-arrangers. They take existing solutions (sometimes from other industries) and they apply them in new ways/scenarios to create value.If I were forced to pick one quality that is indicative of success in business it would be this ability to find new uses for existing solutions. Far too many people believe that you need to have the next big
Why listen?
The best reason for listening to employees and customers is that they have a detailed understanding of your company's problems. They're close to day-to-day operations so they see what's happening and what's wrong. When you implement their ideas they’re committed to success because of their personal involvement. The result is a fast implementation of change, with a high probability of success.
So why don’t companies listen to employees and customers? Based on my own experience, here are the primary reasons why companies don’t take advantage of their hidden consultants:
No Clear Summarization
First, we don’t hear recommendations from employees and customers in a clear summarized way. We interact so much with these people that the recommendations aren’t separated out from everyday comments. A profound statement is dropped casually into a conversation on another subject, and we miss the importance of the statement.
When I'm working as a consultant doing interviews with employees and customers, I often hear significant statements, but I notice them because I’m listening for them. My brain is focused on gathering important information, and so I’m able to separate out the irrelevant stuff from the important things. Most people don’t listen that way on a day-to-day basis.
Then, after I’ve heard an important statement and verified it with others, I’ll figure
Great question! Overwhelm is very common even among the most veteran entrepreneurs, so take solace in the fact that you are not alone. With the ever-increasing numbers of new entrepreneurial endeavors, and therefore new entrepreneurs, there are many who are experiencing the very same feelings as you.So, Tool 1 is to Join or start a business-focused support group. Napoleon Hill’s MasterMind Principle* has profoundly and positively impacted business life. Success breeds success and surrounding yourself with colleagues who are also on the entrepreneurial path will propel you to heights you cannot even imagine.Each participant makes a commitment to himself as well as to the group, meeting on a regular and frequent basis. The group dynamic is powerful and will surely increase your confidence and diminish, or completely eliminate,
So why don’t companies listen to employees and customers? Based on my own experience, here are the primary reasons why companies don’t take advantage of their hidden consultants:
No Clear Summarization
First, we don’t hear recommendations from employees and customers in a clear summarized way. We interact so much with these people that the recommendations aren’t separated out from everyday comments. A profound statement is dropped casually into a conversation on another subject, and we miss the importance of the statement.
When I'm working as a consultant doing interviews with employees and customers, I often hear significant statements, but I notice them because I’m listening for them. My brain is focused on gathering important information, and so I’m able to separate out the irrelevant stuff from the important things. Most people don’t listen that way on a day-to-day basis.
Then, after I’ve heard an important statement and verified it with others, I’ll figure
Every organization needs to have a standard and easy-to-use employee expense report form available to the employees for the sake of reimbursement of expenses during their official or pleasure visits. The employee expense report should include the details about the amount spent, date, purpose and place of expenditure. It should be accompanied by vouchers and bills of the expenditures.Also, the employee expense report should include the signature of the authorized person who has approved the employee’s visit. Employee expenses are reimbursed if the expenses are business purposes and only if the employee submits the expense report within a specified time. Business-related expenses mean those expenses that have been incurred while performing employee-related services. However, if an employee has gone for an eligible pleasure visit, then he/she can submit for reimbursement.
First, we don’t hear recommendations from employees and customers in a clear summarized way. We interact so much with these people that the recommendations aren’t separated out from everyday comments. A profound statement is dropped casually into a conversation on another subject, and we miss the importance of the statement.
When I'm working as a consultant doing interviews with employees and customers, I often hear significant statements, but I notice them because I’m listening for them. My brain is focused on gathering important information, and so I’m able to separate out the irrelevant stuff from the important things. Most people don’t listen that way on a day-to-day basis.
Then, after I’ve heard an important statement and verified it with others, I’ll figure
The way to get more power (a.k.a. responsibility) in your career is to hand off those tasks that others can perform as effectively as you can, so you will gain the time and energy to concentrate on the more demanding and visible tasks that will enhance your career.If you want more power take five steps as quickly as possible:1.Take a hard look at your responsibilities; rank them according to their importance to the goals of your employer.2. Eliminate tasks that are no longer required. (You'll be surprised at how many are on your to-do list just because "that's the way we have always done it".)3. Pass off the less critical tasks at the bottom of your list of priorities to others.4.Concentrate on improving your performance in carrying out the most important assignments in your portfolio.5. Reach out and grasp more responsibility. Find t
Then, after I’ve heard an important statement and verified it with others, I’ll figure out the best way to convey the statement to my client. Sometimes the issue with accepting a recommendation isn’t so much the recommendation itself; it’s how the recommendation is presented. Important truths have to be presented in a way that makes the client see the light without taking offense. Employees and customers don't often use appropriate summarization and presentation techniques, and so we reject their recommendations.
Bias
Second, we think employee and customer opinions are biased and therefore unreliable. We think they are trying to advance their own personal agendas. For example, an employee just wants to do that project because it would make his job bigger. Or a customer wants us to improve our service because she won’t take responsibility for problems in her own company. Sometimes personal bias will color an opinion, but we don’t take the time to sort out the motivations and get to the truth of the matter. Instead, we just tune out the employee and customer comments, throwing out valid suggestions because we think the source is biased.
Reluctance
Third, we have made it pretty clear to employees and customers that we don't want their advice, and as a result, they are reluctant to offer it. They see us criticize ideas and shoot them down, and they see us label idea creators as rabble-rousers and troublemakers. In such an unsupportive environment, they have determined that it’s best to keep their heads down and their ideas to themselves.
Other reasons
Here are some other reasons I’ve run across:
• Some managers don’t want to acknowledge that their ow
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