Spark a winning atmosphere. The second part is that we want people to have a desire to win. As we have our communications, we ensure that as people are communicating with each other, we catch anything that would be inconsistent with what we’re looking for because there could be a statement that someone makes, ‘Well, I don’t know if we can get this done.’ Wait a minute, what do you mean? Versus another person who says, ‘We’re going to do whatever it takes to get this done by the date the customer wants it.’ I believe when you say that, then it’s going to automatically trigger in your mind various options you can use to make that happen. So we try to check each other when someone is maybe going off track a little bit, and that’s the value of communication sessions because it gives you the ability to check on that. I’m not saying we’re perfect that way and every time something comes up it’s corrected, but that’s the intent, and actually what happens is you really don’t notice it that much because you are bringing in the right people.
Get people together as a team. Third, we want them to engage in proactive teamwork. Everybody can certainly work together and put out a fire once in awhile, but how many folks are actually planning and working on improving processes in a very proactive way?
Again, the best way is to enable people to express what happens when it goes wrong. Ask them, ‘What’s going wrong in the organization? What’s going wrong as it relates to delivering quality service and delighting our customers; what’s going wrong in terms of hitting our profitability goals?’ And then people will tell you, ‘This is not happening the way it should, or that process is broken and so forth, and we keep doing this and we keep doing that,’ So ask, ‘What would it look like if we were doing it the right way?’ Essentially, all work is a process, a series of processes, and what people will wind up doing is identifying a process or processes that are broken and the best way to fix them is not for the boss or the CEO to say, ‘This is what I want you to do.’ The best way is to get the group together and enable them to fix it themselves because then they own it, they feel good about it, and there’s a better chance that it’s going to be executed than if someone like a president or a CEO tells them, ‘This is what you’ll do, I have all the answers, and I’m smarter than everyone else, so I’m going to give you this solution and you implement it.’
How to reach: Sprinturf, (877) 686-8873 or www.sprinturf.com