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Barry,
I am a Logistics Manager at a bulky waste removal & recycling company.
I manage guys in the field as well as the day-to-day stuff of the company.
Every Monday (without fail) I hold a meeting to "get stuff on the
table" as well as motivate the guys. I seem, though, to be running
out of things to go over with them. The job is not complex, but does require
labor and common sense as well as customer service. The guys are great.
I have no complaints. I just can't seem to find anything to go over continually
with them. When I ask them what I can do to help them, or any suggestions,
my questions are returned with answers of "Everything's fine"
or "No Complaints". I constantly extend my appreciation for
the wonderfully job that they do daily, and do not take them for granted.
I tried a motivational video, but it was extremely complex. I want to
present fun, exciting things for them, so they can get amped up. I want
them to view their day-to-day activities as challenges. Do you have any
ideas?? I would appreciate anything that you can think of.
Thanks so much!
Darlene
Darlene,
Silence in Meetings--A Common Problem
First I want
to congratulate you on holding regular meetings, even if people stay silent.
Keep it up.
The problem you face, getting the guys to talk up, is very common. I have
spent many hours with groups of first-line employees in the recycling
business. I know exactly what you are talking about. You have to be very
patient and persistent. Eventually some of them will speak out, and that
will be enough. There will always be some who will remain silent, and
that's OK.
There are two topics I have used to get people to speak up---and eventually
"amped up" as you say. One area is Safety—"What
can we do to make things safer around here?" The other area is Improvements—"What
can we do to make things work better around here?" or, "What
would make your job simpler and easier?"
Use the Four-Step Decision Process
I like to use the four-step decision process, see
http://www.companyculture.com/change/betterdecisions.htm. The first
step is "Describing the Situation, Issue, or Problem". You might
tell the group at one Monday meeting that at the next meeting you want
to talk about any issue they have, or might want to discuss in the areas
of Safety, Improvements, Problems, Making Work Easier, or Anything Else
that is important to them. Tell them than next Monday you want to make
a list of all the things they can think of, the longer the better. You
might give a prize for the most items.
Set the Stage
During the week, talk individually with as many crew members as you can
about the upcoming meeting and their work experiences. You might even
consider doing one or two "Interviews" every week, see
http://www.companyculture.com/change/interview.htm. Do anything you
can to encourage them to think about issues and problems before the meeting,
and to understand that you value their experience and ideas, that you
do want them to speak up at the meeting. Don't wait until the meeting.
Do a lot of one-on-one preparation. Lay the groundwork.
Use a Flip Chart
I always use a flip chart in these meetings to write-down what people
have to say. Otherwise too much is said and lost, and people may not believe
that you really heard what they said. Use their own words and check with
them to make sure you got their idea correctly. I usually go around the
group, one person at a time, so that everybody knows I will be asking
them to speak up. Only allow one idea per person until everyone has had
a chance to speak. Otherwise one or two people will dominate, and everyone
else's mind will go out the window. There is no hiding, everyone will
be asked, and anything that is said will be written down, including negative
comments. (That really gets people's attention when you write-down negative
comments, including cuss words. When you do that they know you are real
serious about listening and valuing what they have to say. It also makes
them laugh, which always helps.) Whatever anyone says is OK. I don't make
any comment about what people say except, "Did I get that right?"
and, "Anything else to add?" and "Next!"
One Step at a Time
It is quite enough at one meeting to make a list of the issues, or problems,
or situations. You might even say that, "Today we will just list
issues. Next week we will look at ideas you have to change them."
I recommend that at the end of your meeting you do a quick Plus-Delta
see http://www.companyculture.com/change/plusdelta.htm.
This is the best way to improve meetings and show people that you value
their suggestions. Start the next meeting by putting the Plus Delta sheet
on the wall. Say what you have done to keep the good parts and make the
changes they suggested.
If you use a flip chart, you can help the group and yourself by saying
something open, inviting, and candid, e.g. "I'm new at this and I
don't spell very well. When I make a mistake, those of you who are good
spellers, please tell me. I'll need your help to make this work. This
is new for all of us."
Connect to Job Security
You might discuss the idea that constant improvement is essential for
the company to stay in business, and for them to keep their jobs. The
competition is always becoming more efficient and so must your company.
It's not just about efficiency, it's about making everything work more
smoothly and easily for them, and having fun doing it. They are closest
to the job and to customers. They know what needs to be done. Your job
is to help them say what they know.
Dealing With Difficult People
Sometimes groups have one or two people who intimidate everybody else
into acting sullen and hostile. These people discourage cooperation with
management. They are afraid of being open but their fear is hidden to
them. They act it out by mocking those who speak up and cooperate. These
are the employees who are so toxic that the workgroup would be better
off paying them to stay home.
With a little luck these sullen nay-sayers will eventually turn around,
or leave, when other members of the group take them aside at a break,
or even in a meeting, and tell him that they have had enough of their
negative behavior, "Knock it off!" All you need to do is keep
providing the opportunity for people to be open, participative, and cooperative.
Rely on Your People—They Want You to Succeed
If people in your group are not speaking up and participating, it is not
because they don't want to. Almost everybody wants to be an active and
valued member off their work group, to have a good day, and to go home
feeling that they have been productive and constructive. If you are persistent
you will tap into this basic human desire. People want to have a great
workplace. They will eventually get on the train—as long as you
keep the door open.
I hope this has been helpful. Please let me know if you use any of these
ideas, and any changes that occur. Thank you very much for writing.
Best wishes and good luck,
Barry
Statistics—This month's statistic is from an article on the book How Full Is Your Bucket?—Gallup Press, 2004
"Praise is rare in most workplaces. One poll found that an astounding 65% of Americans reported receiving no recognition for good work in the past year. And we have yet to find anyone who reports suffering from over-recognition. No wonder so many employees are disengaged. Although we need and want recognition and praise, the fact is, we don't get enough -- and organizations suffer because of it."
 Barry Phegan
I hope you find the newsletters interesting and useful. If you have comments or suggestions, please email me barry@meridiangrp.net
If you want new tools to improve your workplace, you will find them in this book. A 187 page toolkit of practical information and examples. For more information on the book, click on the Amazon logo.
 
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