Meridian Group's Newsletter Number 20, 6-15-03

Some time ago, when Fannie Mae was the 45th biggest corporation in the world, with revenues of 52 billion, it ran an ad in business magazines. The full-page photo shows a person mowing the grass, with his house in the background. In bold type Fannie Mae said:

The desire to own our own home is certainly a powerful economic force. I discussed a similar desire in last month's newsletter, titled Capturing the Spirit of Independence in Your Company. Powerful though they are, the personal desires that motivate people rarely appear in company's plans. I have never attended a meeting where managers voluntarily discussed how they could tap into those potent sources of energy.

If you do tap into The American Dream, or The Spirit of Independence, or any of the other desires people have, the results can be remarkable. You can connect these desires to the broadest long-range issues—such as managing offshore competition, to the smallest operational procedures—such as cleaning a plant.

An Unmotivated Cleaning Crew

This Southern California plant employed 600 people. The 7-person cleaning crew, working under an autocratic supervisor, was unmotivated. The plant had received a barely passing grade from the National Sanitation Institute's last inspection. Due to a new production and delivery schedule, the cleaning crew's supervisor was being pulled, for three to four hours each shift, to support other work crews. The plant manager and I saw this as an opportunity to invite the cleaning crew to manage themselves.

The plant manager had several long conversations with the crew. He emphasized that if he reassigned their supervisor, it was the crew's personal responsibility to make things work. The crew members could barely contain their enthusiasm. They agreed to make the changeover in one month.

High Motivation and Morale

Over the next four weeks the crew worked hard, often off-the-clock at weekends, analyzing the situation and preparing spreadsheets detailing every aspect of the plant-wide cleaning. The crew began posting their developing analysis and resulting schedule on the bulletin board. Everyone in management was impressed. I sensed that probably no other work process in the plant had been so thoroughly analyzed.

Within a week of the change, two members of the cleaning crew, who had a reputation for under-performing, had made remarkable turnarounds. When I asked one of the cleaning crew's leaders what had happened, he said, "We took them (the two slackers) aside and told them that we were not going to let this opportunity fail. It was going to work, and that meant they had to shape up. We gave them no choice, and they knew it." In this unionized workforce that was something extremely difficult, if not impossible, for management to achieve.

The Highest Score Ever

Within three months the cleaning crew's dedication was showing results. The floors and equipment were beginning to shine. Six months later the National Sanitation Institute made another inspection, awarding the plant the highest score it had ever earned. The cleaning crew was immensely proud of what they had achieved. So was everyone else.

Tap Desires, Cut Costs

Just as Fannie Mae says, The American Dream is the most powerful economic force in the country. Whether the issue is expanded market share, improving profit margins, new product development, or customer service, if you connect to people's desires, you'll release unlimited energy.

Unfortunately many companies don't do this. The biggest loss to American business is the untapped creativity and energy of employees. Nationally this annual loss totals in the trillions. With just a little careful thought and action, companies can avoid contributing their share of this tragic waste.

Making a decision without involving the people affected by it.

Not having regular meetings to discuss relationships, communications, and people's issues.

Not taking the time to get to know people personally.

Not involving the people who would be working with a new hire, in the hiring process.

Not listening.



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	A Better Workplace --- Meridian Group's Newsletter, Number 22

	Cut Costs—Tap The American Dream Some time ago, when Fannie Mae was the 45th biggest corporation in the world, with revenues of 52 billion, it ran an ad in business magazines. The full-page photo shows a person mowing the grass, with his house in the background. In bold type Fannie Mae said: You're Looking at the Most Powerful Economic Force in the Country: The American Dream The desire to own our own home is certainly a powerful economic force. I discussed a similar desire in last month's newsletter, titled Capturing the Spirit of Independence in Your Company. Powerful though they are, the personal desires that motivate people rarely appear in company's plans. I have never attended a meeting where managers voluntarily discussed how they could tap into those potent sources of energy. If you do tap into The American Dream, or The Spirit of Independence, or any of the other desires people have, the results can be remarkable. You can connect these desires to the broadest long-range issues—such as managing offshore competition, to the smallest operational procedures—such as cleaning a plant. An Unmotivated Cleaning Crew This Southern California plant employed 600 people. The 7-person cleaning crew, working under an autocratic supervisor, was unmotivated. The plant had received a barely passing grade from the National Sanitation Institute's last inspection. Due to a new production and delivery schedule, the cleaning crew's supervisor was being pulled, for three to four hours each shift, to support other work crews. The plant manager and I saw this as an opportunity to invite the cleaning crew to manage themselves. The plant manager had several long conversations with the crew. He emphasized that if he reassigned their supervisor, it was the crew's personal responsibility to make things work. The crew members could barely contain their enthusiasm. They agreed to make the changeover in one month. High Motivation and Morale Over the next four weeks the crew worked hard, often off-the-clock at weekends, analyzing the situation and preparing spreadsheets detailing every aspect of the plant-wide cleaning. The crew began posting their developing analysis and resulting schedule on the bulletin board. Everyone in management was impressed. I sensed that probably no other work process in the plant had been so thoroughly analyzed. Within a week of the change, two members of the cleaning crew, who had a reputation for under-performing, had made remarkable turnarounds. When I asked one of the cleaning crew's leaders what had happened, he said, "We took them (the two slackers) aside and told them that we were not going to let this opportunity fail. It was going to work, and that meant they had to shape up. We gave them no choice, and they knew it." In this unionized workforce that was something extremely difficult, if not impossible, for management to achieve. The Highest Score Ever Within three months the cleaning crew's dedication was showing results. The floors and equipment were beginning to shine. Six months later the National Sanitation Institute made another inspection, awarding the plant the highest score it had ever earned. The cleaning crew was immensely proud of what they had achieved. So was everyone else. Tap Desires, Cut Costs Just as Fannie Mae says, The American Dream is the most powerful economic force in the country. Whether the issue is expanded market share, improving profit margins, new product development, or customer service, if you connect to people's desires, you'll release unlimited energy. Unfortunately many companies don't do this. The biggest loss to American business is the untapped creativity and energy of employees. Nationally this annual loss totals in the trillions. With just a little careful thought and action, companies can avoid contributing their share of this tragic waste. Five Big Mistakes Managers Make Making a decision without involving the people affected by it. Not having regular meetings to discuss relationships, communications, and people's issues. Not taking the time to get to know people personally. Not involving the people who would be working with a new hire, in the hiring process. Not listening.

Cut Costs—Tap The American Dream