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I'm learning from you tonight.
He'd had three extensive interviews, and finally the job was his. Bob was going to be on charge of it all as the general manager. The owner of the factories had been very particular about choosing him because of his military experience. The managers of the factories were young and inexperienced, but hard workers. The owner thought out loud, "They just need some guidance and a strict hand to lead them, then we'll see progress."
Bob looked the owner in the eye and said, "I can lead the managers to be productive, and they'll give me no trouble. You're factories will be more productive than ever."
It was a big promise, but Bob had led over 400 people in his unit for a year in the Army, and many other organizations and teams, and he was confident in his abilities. "So, when do you have your weekly meetings with your managers?", he asked the owner. He received the reply, "I don't have weekly meetings, if something is wrong I find out from the managers and we fix it." Bob thought, "That's odd." And then he said, "Isn't that a bit reactionary? Don't you want to stay ahead of the issues? You know, anticipate and prevent issues?" The owner said, "That's why I need someone like you." Bob knew he had his work cut out for him.
"I'll be observing all operations at each of the factories for the first month," he told the owner. "Then I'll start making some changes." The owner wanted quick results, but agreed that it would be best for Bob to observe, then understand, then make changes.
Bob spent time in the corporate office each day and realized that the morale was terrible. No one worked as a team, people were always arguing, and everyone was out for themselves. It was clear that some culture changes would need to be made here. He wondered how that affected the managers too.
After a couple of weeks he realized that the managers had picked up on the owner's and headquarters' corporate culture. The managers were running their factory workers like robots. It was cold, impersonal, and even rude. People throughout the company felt like they could be fired at any minute for any reason. Managers took their lead from the owner and threatened their workers with "Next time that happens, you're fired" tactics every day. People learned to do their jobs, fear mistakes, and be "grateful" they even had jobs.
Behind the scenes, the owner knew but didn't know how much, the workers were stealing from the company here and there. Productivity was at a low. The owner was even thinking about closing two factories because they were not making quotas for over three months, their facilities looked run-down, and their managers couldn't figure out what to do.
Bob observed for the rest of the month and then started making some changes. He paired up the sales people, collections people, and customer service people in the headquarters and challenged them to focus on their particular jobs. "Don't worry about teaching the managers anything, focus on your department goals, and let's make our lives and our customer's lives easier and better."
Then Bob turned to the managers, "I've coordinated with headquarters, and we've built this manual for you. This is how we're going to do business from now on. Read the manual, digest it, and we can discuss any issues, challenges, and ideas you may have as we work through these changes."
Everyone grumbled a bit at first, but they started working the way Bob said. Some said, "this won't work." Others said, "some of this makes sense, but these other parts will never change." Still others said, "Bob might get the managers on board, but he'll never get the workers to change their attitudes."
Bob worked with the headquarters staff, and managers, and even directly with the workers sometimes. He spread his ideas and explained his changes to anyone who had questions. Bob wanted buy-in at all levels.
Months went by, and morale began to improve. Workers were coming in and working better and seemingly cared more. Managers began to trust their workers more, and production began to increase even though the economy was in a recession. Headquarters reported better numbers across the board and the factories were growing rather than losing money for the first time in over two years. Facilities were being repaired and even the factories that were looking to be closed we're reporting growth. Then, the Christmas holidays and new year were coming up in two weeks.
Bob asked the owner, "At the company holiday dinner, I'd like to present these certificates to the best in sales, best managers, best factory, and some most improved categories." The owner said, "We don't do corny things like that here."
Bob knew they didn't give awards, in fact, most people in the company weren't planning on coming to the holiday dinner. They thought it was a wasteof their time and it did nothing but make them travel to nothing but a free meal.
Bob badgered the owner a bit for two weeks until he relented. "Ok, I'll sign your certificates. But you'll present them, not me." Bob agreed.
So the night of the dinner came. Everyone came to the dinner because Bob had asked them each individually to attend the dinner even if they didn't want to attend in the past. No one knew about the new awards. During dinner, Bob walked around to all the tables and chatted with everyone. After dinner, Bob got up in front of the group and asked for their attention. He talked for a few minutes about how well the company was doing now as opposed to the last year. He then brought up the categories he'd made certificates for and briefly described why he'd chosen each person for the award. Then he presented the award in front of the crowd, took a quick picture with the awardee, and moved on to the next award.
There had never been a more electrifying, positive energy at one of these holiday dinners before in the entire history of the company. People were applauding their coworkers' achievements. There was a real feeling that progress was being made all over the company. There was a new and improved culture forming that was inclusive and welcoming. People realized that they were being taken seriously, they were getting results, and they could be recognized for their input and work.
The owner couldn't believe how amazing the people had done. He really couldn't believe how alive with company spirit they were this evening. He was having conversations with the awardees and others legitimately thanking him for the award they had received and how good it felt too be recognized. It was truly a night to remember, and it only took about six awards to change this dinner into a new company tradition. One that would surely last for all the years that the company would exist.
The owner took Bob aside during the party after dessert. He said, "I know business. I graduated Harvard Business School as you know, and I've run this company for over 13 years now, and my father ran it for 20 years before me, and I've never seen the people in this company this happy as they are tonight. Tonight, I'm learning from you." Bob thanked the owner, and he smiled from ear to ear just watching the people have a good time and reveling in what they'd done as a team this past year.
© Keith Tully
Bob looked the owner in the eye and said, "I can lead the managers to be productive, and they'll give me no trouble. You're factories will be more productive than ever."
It was a big promise, but Bob had led over 400 people in his unit for a year in the Army, and many other organizations and teams, and he was confident in his abilities. "So, when do you have your weekly meetings with your managers?", he asked the owner. He received the reply, "I don't have weekly meetings, if something is wrong I find out from the managers and we fix it." Bob thought, "That's odd." And then he said, "Isn't that a bit reactionary? Don't you want to stay ahead of the issues? You know, anticipate and prevent issues?" The owner said, "That's why I need someone like you." Bob knew he had his work cut out for him.
"I'll be observing all operations at each of the factories for the first month," he told the owner. "Then I'll start making some changes." The owner wanted quick results, but agreed that it would be best for Bob to observe, then understand, then make changes.
Bob spent time in the corporate office each day and realized that the morale was terrible. No one worked as a team, people were always arguing, and everyone was out for themselves. It was clear that some culture changes would need to be made here. He wondered how that affected the managers too.
After a couple of weeks he realized that the managers had picked up on the owner's and headquarters' corporate culture. The managers were running their factory workers like robots. It was cold, impersonal, and even rude. People throughout the company felt like they could be fired at any minute for any reason. Managers took their lead from the owner and threatened their workers with "Next time that happens, you're fired" tactics every day. People learned to do their jobs, fear mistakes, and be "grateful" they even had jobs.
Behind the scenes, the owner knew but didn't know how much, the workers were stealing from the company here and there. Productivity was at a low. The owner was even thinking about closing two factories because they were not making quotas for over three months, their facilities looked run-down, and their managers couldn't figure out what to do.
Bob observed for the rest of the month and then started making some changes. He paired up the sales people, collections people, and customer service people in the headquarters and challenged them to focus on their particular jobs. "Don't worry about teaching the managers anything, focus on your department goals, and let's make our lives and our customer's lives easier and better."
Then Bob turned to the managers, "I've coordinated with headquarters, and we've built this manual for you. This is how we're going to do business from now on. Read the manual, digest it, and we can discuss any issues, challenges, and ideas you may have as we work through these changes."
Everyone grumbled a bit at first, but they started working the way Bob said. Some said, "this won't work." Others said, "some of this makes sense, but these other parts will never change." Still others said, "Bob might get the managers on board, but he'll never get the workers to change their attitudes."
Bob worked with the headquarters staff, and managers, and even directly with the workers sometimes. He spread his ideas and explained his changes to anyone who had questions. Bob wanted buy-in at all levels.
Months went by, and morale began to improve. Workers were coming in and working better and seemingly cared more. Managers began to trust their workers more, and production began to increase even though the economy was in a recession. Headquarters reported better numbers across the board and the factories were growing rather than losing money for the first time in over two years. Facilities were being repaired and even the factories that were looking to be closed we're reporting growth. Then, the Christmas holidays and new year were coming up in two weeks.
Bob asked the owner, "At the company holiday dinner, I'd like to present these certificates to the best in sales, best managers, best factory, and some most improved categories." The owner said, "We don't do corny things like that here."
Bob knew they didn't give awards, in fact, most people in the company weren't planning on coming to the holiday dinner. They thought it was a wasteof their time and it did nothing but make them travel to nothing but a free meal.
Bob badgered the owner a bit for two weeks until he relented. "Ok, I'll sign your certificates. But you'll present them, not me." Bob agreed.
So the night of the dinner came. Everyone came to the dinner because Bob had asked them each individually to attend the dinner even if they didn't want to attend in the past. No one knew about the new awards. During dinner, Bob walked around to all the tables and chatted with everyone. After dinner, Bob got up in front of the group and asked for their attention. He talked for a few minutes about how well the company was doing now as opposed to the last year. He then brought up the categories he'd made certificates for and briefly described why he'd chosen each person for the award. Then he presented the award in front of the crowd, took a quick picture with the awardee, and moved on to the next award.
There had never been a more electrifying, positive energy at one of these holiday dinners before in the entire history of the company. People were applauding their coworkers' achievements. There was a real feeling that progress was being made all over the company. There was a new and improved culture forming that was inclusive and welcoming. People realized that they were being taken seriously, they were getting results, and they could be recognized for their input and work.
The owner couldn't believe how amazing the people had done. He really couldn't believe how alive with company spirit they were this evening. He was having conversations with the awardees and others legitimately thanking him for the award they had received and how good it felt too be recognized. It was truly a night to remember, and it only took about six awards to change this dinner into a new company tradition. One that would surely last for all the years that the company would exist.
The owner took Bob aside during the party after dessert. He said, "I know business. I graduated Harvard Business School as you know, and I've run this company for over 13 years now, and my father ran it for 20 years before me, and I've never seen the people in this company this happy as they are tonight. Tonight, I'm learning from you." Bob thanked the owner, and he smiled from ear to ear just watching the people have a good time and reveling in what they'd done as a team this past year.
© Keith Tully
