I am pretty optimistic that if we really take this thing up seriously we will be able to make substantial gains in the way we do our business..... (initiative 1)
It's nothing like we have done before but am sure once we start doing things this way life will never be the same again.... (initiative 2)
Now here we go... with these little steps life is going to be easier, things are going to move faster, quicker and for better..... (initiative 3)
We have to proclaim our commitment to to quality...it's one thing we can't do without...surprisingly there a benefits to be reaped..which we surely will once we get the ball rolling (initiative 4)
There are times when things catch an organization's fancy, things that are supposed to enhance the organization's value and the way it serves it customers.
Such initiatives begin with the heart in right place. Help and support of key people is listed to give such initiatives a much needed push and they do take off well. However in little or no time the number of initiatives just keeps on doubling up becoming a far too many. Consequently none of the initiatives manage to ingrain themselves into the organization's way of doing things. They just get flip flopped. From one to another to another and then back to square one. Again.
Thus creating utter chaos in the minds of the people who are suppose to implement them making them wonder what exactly they are supposed to do. The mix up becomes too much for the employees to handle eventually leading to the imminent danger of lip service being paid to the initiatives rather than a really committed effort being made. This however is just the tip of the iceberg.
For in a choice between growth or results or quality or other initiatives competing for the top spot, the employees begin to loose their morale. That the quality and results to get impacted goes without saying.
Suddenly nothing seems to working which unfortunately compels the organization to introduce new initiatives. Such initiatives tend to become a burden and drag on the organization. Fortunately initiative overload isn't fatal. You may not escape it but you can definitely manage it. Here's how
It's nothing like we have done before but am sure once we start doing things this way life will never be the same again.... (initiative 2)
Now here we go... with these little steps life is going to be easier, things are going to move faster, quicker and for better..... (initiative 3)
We have to proclaim our commitment to to quality...it's one thing we can't do without...surprisingly there a benefits to be reaped..which we surely will once we get the ball rolling (initiative 4)
There are times when things catch an organization's fancy, things that are supposed to enhance the organization's value and the way it serves it customers.
Such initiatives begin with the heart in right place. Help and support of key people is listed to give such initiatives a much needed push and they do take off well. However in little or no time the number of initiatives just keeps on doubling up becoming a far too many. Consequently none of the initiatives manage to ingrain themselves into the organization's way of doing things. They just get flip flopped. From one to another to another and then back to square one. Again.
Thus creating utter chaos in the minds of the people who are suppose to implement them making them wonder what exactly they are supposed to do. The mix up becomes too much for the employees to handle eventually leading to the imminent danger of lip service being paid to the initiatives rather than a really committed effort being made. This however is just the tip of the iceberg.
For in a choice between growth or results or quality or other initiatives competing for the top spot, the employees begin to loose their morale. That the quality and results to get impacted goes without saying.
Suddenly nothing seems to working which unfortunately compels the organization to introduce new initiatives. Such initiatives tend to become a burden and drag on the organization. Fortunately initiative overload isn't fatal. You may not escape it but you can definitely manage it. Here's how
- Periodically do a honest and brutal assessment of the initiative is shaping up. Keep taking the feedback to feed forward.
- Set objectives that you intend to achieve with launch of initiatives. More importantly define responsibilities for each initiatives
- Be honest and open in your communication.
- Focus on a handful few (three to five key/critical issues) which can you really commit to and see them through.
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