I have recently finished working with a team that were struggling. They were struggling to meet their production schedules. They were struggling to respond to customer enquiries on time. They were burnt out and frazzled.
After some prodding and poking it became clear what their issues were. In particular, it became obvious that expectations of the team weren't clear or defined.
Defining what you expect from teams is a standard management approach. The problem with most teams is that leadership describe the standards in vague terms.
So, what happens if you get the standards crystal clear?
- You should expect to see the team produce the right outputs.
- They should produce the outputs at the right time.
- And, they should produce them in an agreed way.
Be clear with your teams. Ask the question:
What does good look like?
If you want to get some more ideas on how to define effective standards and visions, get your copy of my book today. What does good look like? is a practical guide to help you do this. It includes ideas on how to set an operational vision that actually delivers results.
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About the author:
Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and embracing Kaizen.
Giles is also the author of Effective Root Cause Analysis and 'What Does Good Look Like?'.