Identifying and resolving
organisational issues dramatically benefits an organisation and its staff. The
quicker an organisation resolves administrative matters, the sooner it can
create a healthier workspace and focus its energy and resources on increasing
customer service and sales turnover.
Organisational issues vary
in their nature and scope. They can be strategic or tactical, impacting the
organisation with severe and critical issues at one end of the spectrum to
insignificant but annoying areas of concern at the other end. Typical examples
might include:
- A civil engineering company that
failed to manage its supplier invoice processing system, resulting in
supply debt building to levels that drastically reduced cash flow and
elongated project completion times, further compounding cash flow issues.
- A public sector organisation
implementing an inappropriate management structure preventing its private
sector trading company from reaching its maximum sales, turnover, and
profitability.
- Housing associations that do not
ensure that products and services are procured to maximise the efficient
use of financial resources, resulting in sub-optimal customer service
levels, increased costs, and elevated supply risks.
- A construction equipment importer
that neglected to ensure CE and ISO compliance of its products when
adapting them for sale within the UK market, placing equipment operators
at severe risk of death or injury when using the construction equipment.
- A construction equipment dealership
that placed its field service engineers at risk of death or serious injury
by failing to specify and procure personal protective equipment compliant
with the industry sectors operated by the dealership.
Good corporate practices
promote a sense of accomplishment and achievement. System and procedural
improvements can motivate an organisation's change management process to evolve
incrementally and increase staff motivation to push for new solutions and make
proactive changes to avoid the same issues in the future.
Low-performing organisations
will look to increase their staff to resolve performance issues rather than
review their systems and procedures to enable staff and Team Leaders to achieve
more with less by working smarter rather than harder.
Organisations rarely fail
because of environmental changes. They fail because low-performing Team Leaders
cannot always communicate or are unable or unwilling to deal with change. The
most crucial aspect of any business is communicating about and adapting to
change, especially as a team.
Effective communication
leads to action and results, whereas poor communication causes mistakes and
delays that affect performance, customer service and profitability.
High-performing Team Leaders:
- Proactively manage the impact of
organisational and industrial uncertainty within themselves before it
impacts corporate change projects.
- Instinctively show that leadership
is not a position. It is about influence or having the power to change or
to be able to alter something within their sphere of influence.
- Show that they are responsible for
their performance and that of the organisation, their Team, and their
staff.
- Take pride in their role and skills
and know that if they do not deliver, they let themselves, their Team, and
their organisation down.
- Know that if a team wins, it is not
because of one person but due to everyone within the group, and develop
this attitude in their staff, teams and across their organisation.
- Build a high-performance ethos
where everyone helps bring out the best in each other, knowing their role
is to produce more leaders, not followers.
- Have high enthusiasm for their work
and people across all business aspects.
- Are genuinely invested in
increasing the performance of the organisation, its profitability, and its
customer service offering.
- Dedicate their efforts to drive
projects or work assignments, see them through to the end and ensure that
all aspects of their duties or tasks are perfect, down to the smallest
detail.
- Pay great diligence and will not
skip parts of an assignment or task to reach a completion date.
- Take calculated risks and do not
fear failure as they take the occasional step backwards on the road to
perfecting the performance of themselves, their Team, and their business.
High-performing
organisations' staff can decide which projects to concentrate on and how to use
their capabilities. Making the necessary decisions without asking anyone in
authority for permission allows high-performing Team Leaders to produce
extraordinary results.
In high-performing organisations, Team Leaders become ingrained in group
cohesiveness, getting along, and providing help whenever possible. They step in
immediately with any problem or issue to pick up the slack.
However, the essential
characteristic of all high-performing Team Leaders is that they always perform
beyond the highest performance and achievements. They possess a united vision
of the organisation and its values. They are aware of the importance of
actively working towards upholding them.
Additional articles can be
found at People Management Made Easy. This site looks at people
management issues to assist organisations and managers in increasing the
quality, efficiency, and effectiveness of their services and products to the
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