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How to build excellent relationships with your collaborators?
Pre-frame agreements on - Projects plan - Quarters plan - Job descriptions. You’d NEVER be in MICRO-MANAGING mode again.
bit.ly/3WR8Zo7

Are you MICRO-MANAGING your collaborators?
IF THEY:
- Don't act without your advice - Wait for your ideas - Miss to report to you. You probably are micro-managing. Read the countermeasures on blog
http://bit.ly/3WR8Zo7

How to build excellent relationships with your collaborators?

Pre-frame agreements on:
- Projects plan
- Quarters plan
- Job descriptions

You’d NEVER be in MICRO-MANAGING mode.

COLLABORATORS MAKE YOU TENSE ? STOP MICRO-MANAGING !!! Collaborators are not puppets; you can not expect they will achieve goals if you are constantly micro-managing them; if you usually do this, you end up wit

Imagine if somebody rings your door on a dark winter night at 22.00. After you open it, he/she asks you to change your living room layout. Will you react differently if the person is unknown or your soul mate?
Resistance To Change Doesn't exist. What Exists Is a Lack of Rapport!

THEY CAN'T WORK ...THEY ARE ALWAYS IN MEETINGS !
Low productivity is also driven by an insane organization. Read the article for a non-biased understanding of what's happening in companies.
https://www.kaizen-coach.com/en/blog/executives-coaching-blog/too-many-meetings

I often hear companies' collaborators complaining that they are in too many unuseful meetings. By the way, today's business complexity brings in a continuous flow of information that oblige managers to continuously review, revise, and decide correctly what is necessary to do. To do this, they need to be in meetings...

However, I think the real reasons why people are complaining are:

- Their agenda is locked in not avoidable pre-scheduled meetings where they don't feel they can contribute.
- The meetings are only informative moments.
- Decisions are not taken.
- Facts reality is not deeply investigated.
- Meetings are an ugly mix of information, troubleshooting, people confronting, and people not confronting.

In company life, there are moments to get information, and there are more extended essential moments when it is necessary to work out problems to find solutions.

If we look at the 80/20 Pareto principle, ideally, our working hours must be 20% in meetings (where to get and share information) and 80% in problem-solving activities.

To solve problems is necessary to allocate the appropriate time and human resources.

I never heard collaborators complaining about working on problems; I always heard them complaining about being in too many meetings that don't allow them to work!

So when people in your company complain about too many meetings, consider it a signal of LOW PRODUCTIVITY RISK.

Check with your collaborators their outlook calendar and, if necessary, do the following:

- Reduce to 20% of the collaborator's participation time in meetings.
- Improve the meeting's agenda so they can respect the 20% time ratio.
- Set up the rule that during the meetings, organizing and scheduling problem-solving activities outside the meetings is a MUST.
- Expect to revise the results of the problem-solving activities during the meetings.

To your success

Mario Mason

FRUSTRATED BY YOUR COLLABORATORS? STOP MICRO-MANAGING !!!

Collaborators are not puppets; you can not expect they will achieve goals if you are constantly micro-managing them; if you usually do this, you end up with a lot of frustration and wasted time in controlling them.

Stop continuously checking what they are doing, how they are doing, and when they are doing it, and suggest your ideas and solutions.

Do not inhibit them.

If you are micro-managing, it is because you do not trust them and do not trust because you missed some preconditions and missed setting some frames.

The secret is in pre-framing agreements.
Teams and single collaborators start to perform their magic; only after they know the following:

What are they accountable for in their role?
One of the mistakes is assigning tasks to collaborators that do not have the skills or the mindset to execute the task.

What are we focusing on this quarter?
How can they organize their focus if they don't know what's essential to achieve this quarter?

What project do they own?
If they feel they do not have ownership (because you interfere constantly) of projects you assign them, they will shut down the proactive mode and pass into the waiting mode, always waiting for your input...

Learn to manage agreements, not people.
Below is a list of tools that serve the purpose of creating agreements. If you don't have it or one or more of the tools are wrong, you will be unable to create agreements, and you will go back to micro-managing and stress...

Tools list specially crafted to induce/create agreements.

Job descriptions
One-page yearly growth plan
Quarters plan
Projects Plans (subscribe to the blog you will get a free Projects Plans template)
BTW if you can delegate the task to create/refine the tools and establish the agreements, you will have taken a further step toward the status of hand-off C-level executive.

to your success

Subscribe to The Kaizen Executive Blog on our website
https://www.kaizen-coach.com/en/blog/executives-coaching-blog/micro-managing

THEY DON'T WORK… THEY ARE IN MEETINGS ! https://www.kaizen-coach.com/en/blog/executives-coaching-blog/too-many-meetings
I often hear companies' collaborators complaining that they are in too many unuseful meetings. By the way, today's business complexity brings in a continuous flow of information that oblige managers to continuously review, revise, and decide correctly what is necessary to do. To do this, they need to be in meetings...

However, I think the real reasons why people are complaining are:

- Their agenda is locked in not avoidable pre-scheduled meetings where they don't feel they can contribute.
- The meetings are only informative moments.
- Decisions are not taken.
- Facts reality is not deeply investigated.
- Meetings are an ugly mix of information, troubleshooting, people confronting, and people not confronting.

In company life, there are moments to get information, and there are more extended essential moments when it is necessary to work out problems to find solutions.

If we look at the 80/20 Pareto principle, ideally, our working hours must be 20% in meetings (where to get and share information) and 80% in problem-solving activities.

To solve problems is necessary to allocate the appropriate time and human resources.

I never heard collaborators complaining about working on problems; I always heard them complaining about being in too many meetings that don't allow them to work!

So when people in your company complain about too many meetings, consider it a signal of LOW PRODUCTIVITY RISK.

Check with your collaborators their outlook calendar and, if necessary, do the following:

- Reduce to 20% of the collaborator's participation time in meetings.
- Improve the meeting's agenda so they can respect the 20% time ratio.
- Set up the rule that during the meetings, organizing and scheduling problem-solving activities outside the meetings is a MUST.
- Expect to revise the results of the problem-solving activities during the meetings.

To your success

Mario Mason

Meetings become a waste when they are organized and started without defining their purpose from the beginning.
These are the only 3 purposes of company meetings:
- Problem-solving
- Learning
- Informative

Do you agree?

Are we still working on Quality Improvement?

Manufacture Alabama honors Canfield with ‘Friend of Industry’ award
He worked with the manufacturing industry in Alabama resulting in good quality, good-paying jobs.
See more about this news-> https://alabamanewscenter.com/2022/01/13/manufacture-alabama-honors-canfield-with-friend-of-industry-award/

Quality Improvement is a Task or a Commitment?

In 90's Nissan has developed Quick Response Quality Control or QRQC is a problem resolution system which is based on a structured method through simple instruments. It is a rapid method of identify problems and resolving them as they occur. QRQC mainly focus on issues related to quality.
You can Learn more about this topic here->
https://www.kaizen-coach.com/en/lean-dictionary/quick-response-quality-control-qrqc

Are you ready for Quality improvement initiatives?

Manufacture Alabama honors Canfield with ‘Friend of Industry’ award - Alabama NewsCenter The state Commerce chief was recognized for a decade-plus of economic development projects.

Are we going too far with electric vehicles? The demand for rare metals is exploding and prices are also. Accordingly, with one of the 7 Kaizen Principles (https://www.kaizen-coach.com/en/kaizen/kaizen-process-7-concepts), a company must be Market Oriented otherwise soon or later it will go out of business. The cars makers that today are investing billions of OUR dollars (through government incentives) are not really market-oriented but induced at it by politics and the media whishes-oriented. It is true that electric cars sales are soaring (as already said helped in many countries by governments incentives) but they are still expensive and their recharge technology is not ready for the mass market. There is a lack of charging points in the majority of the countries and to recharge a vehicle still takes hours. So the electric vehicles market is for the moment only for wealthy people (because those cars are more expensive than the others) that want to play with a second car like playing with a new toy; at the same time, they can feel good about their contribution to the planet ecology.
Do you think that in central Africa they bother about electric cars? Not for sure, electric cars are for the moment only for the wealthy...
The metal prices hike has a negative effect on the world economy and we are starting to see it in the growing inflation rates; you can read here about the metals prices hike. https://cms.zerohedge.com/s3/files/inline-images/2022-01-11_11-21-40.png?itok=lfCFwXjU

cms.zerohedge.com

Reasons To Be Cheerful This Year, Despite Everything.
Can shift of blue collar and white collar jobs create more satisfying jobs this year?
Will Tech growth continue this year?

see more on this News ->
https://www.forbes.com/sites/gadlevanon/2022/01/05/a-dozen-reasons-to-be-cheerful-despite-everything

Visit us at https://www.kaizen-coach.com/

A Dozen Reasons To Be Cheerful, Despite Everything It may be difficult now to see the full half of the glass. But history may judge the 2015-2030 period as one of significant improvement in the quality of life of most Americans, especially when compared with other advanced economies. Perhaps there is something to be cheerful about after all.