Where is the evidence of need to change

Deming, the godfather of quality management, once said people are not very good at diagnosing problems because they are involved in it. We don't like to admit that what we are doing may be wrong. We don't like to change our behaviour unless we have a very good reason for doing so.

Regrettably for many, the impetus for change is in the form of a crisis. Such action is unnecessary and wasteful. Yet there has to be a reason for people to change. The clues lie in the evidence or the data.

Managers are judged upon their ability to acheive results; they need others to work with them to achieve this. Teamwork is required. Equally importantly, other people have to do the things they said they would do.

How often do you seek feedback from your people as to progress? How often do you know about potential issues before they become problems? If your response is not often then you are setting yourself up for a fall.

Issues cannot be resolved, problems cannot be solved and critical decisions cannot be made effectively without some supporting data. Try this. Form a working team with other managers. Bring to the discussions data and evidence of acheivement and issues. Share this information with each other. Avoid competition, instead work in a collaborative manner. Other managers bring an external perspective, they also being additional experiences, to your issues. As you do to theirs. In this way the management team is looking collectively and collaboratively at the systemic issues within your organisation. The group is able to distance itself from the issue and is able to use the available data and evidence to inform their decision making.

Let The Journey Continue
John Coxon


John Coxon & Associates
Taking You from Frontline Manager to CEO
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