Jet6R6
New member
- Joined
- May 19, 2021
- Messages
- 15
- Reaction score
- 22
- Points
- 3
Hi all,
Observing some recent changes, reaction to changes and uptake (not going into detail here), we seem to be very quick to implement ideas and changes without fully engaging the community first. Those affected by changes ought to at least be aware in some respects of what’s coming, even better, they ought to be involved in some way. Involving those the change affects will generate useful dialog, ideas and feedback. It may also uncover any issues we may not have considered, and people are far more likely to respond to changes they’ve been involved in.
May I suggest the following (also credit Ashley D73 with contributing to the below three points):
There are issues with feedback/suggestion as it currently stands. Using the correct channels, responses are slow and sometimes don’t arrive at all, dialog is limited, some people don’t come across as approachable (whether they intend this or not) and the direction of communication feels very one way. If people take the time to share things with us, we really owe it to them to at least respond, and seriously consider what’s being said.
We have a whole community of individuals with a huge and diverse skill sets and experiences but unless you’re in a command role, it doesn’t get utilised to its full potential and that is a lost opportunity. Don’t look upon people as ‘just a PC’, everyone has something to share, contribute and potential to generate value if engaged. It’s what takes a good team to a great team.
So Jet, does what you’re suggesting actually work? Yes (please forgive me, I don’’t want to blow my own trumpet but I feel a real world example may help). I went from a ‘one to watch’ (or good) on Best Companies MC3 manager accreditation to 3 star (world class) in the space of two years. What did I do differently? I involved people in the things that affect them, I generated two way channels of communication, I encouraged ideas and suggestions, EVEN if I didn’t initially agree, I made sure I was seen regularly at the ground floor and held drop in sessions. I got to known those I manage, not just the managers that report to me, or the team leaders and supervisors that report to them, but those at the ground level of the business. Finally, I took the attitude that everyone has something to teach me, it’s easy to think what can I learn from someone at the bottom of the organisation, but it turns out a LOT. They’re the ones at the closet point to the product, the output, the bit that generates value for the organisation, they have hundreds of years experience between them, they know what the problems are, what the solutions might be, what works, what doesn’t… I have everything to learn from them, and I make sure the opportunities are there to do just that. I appreciate many people will not have heard of MC3 so the significance of 3 star rating may be lost.
Please do not perceive this as a moan, words do not convey tone, this is an opportunity and would make command’s live a lot easier. There are so many benefits for all parties when you have a more engaged community. Take the opportunity, you won’t regret it.
Again, if I can help the offer is there. No one has taken up the offer yet and I don’t want to impose, so I’ll just place the offer out there, open to anyone. I'd also be keen to learn from all of you and your experiences, learning is a journey that never ends.
Observing some recent changes, reaction to changes and uptake (not going into detail here), we seem to be very quick to implement ideas and changes without fully engaging the community first. Those affected by changes ought to at least be aware in some respects of what’s coming, even better, they ought to be involved in some way. Involving those the change affects will generate useful dialog, ideas and feedback. It may also uncover any issues we may not have considered, and people are far more likely to respond to changes they’ve been involved in.
May I suggest the following (also credit Ashley D73 with contributing to the below three points):
- Unless a change needs to happen rapidly in response to something; those impacted by the change are at least involved in some way – they have an input. PCs should not been finding out as the change is being implemented.
- Let PCs choose some reps (reps should be PC rank) and organise a monthly meeting with the reps. The reps role will be to engage with the community and understand the climate, mood, feeling Etc. and be a channel for any ideas or concerns to command. It is also a very useful resource for command to share and socialise upcoming changes and ideas, and take a temperature of the community to these and identify any issues or snags early. Minutes should be taken and shared with the wider community.
- Have a monthly drop in session. Representatives from each command level are available at an agreed time for anyone to drop ion and share any concerns they have or ask questions. It would also be a great way to capture any new suggestions (need to be recorded, and responded to). It must have an open and approachable vibe to this meeting, if it's defensive or ideas are immediately shut down it'll never work.
There are issues with feedback/suggestion as it currently stands. Using the correct channels, responses are slow and sometimes don’t arrive at all, dialog is limited, some people don’t come across as approachable (whether they intend this or not) and the direction of communication feels very one way. If people take the time to share things with us, we really owe it to them to at least respond, and seriously consider what’s being said.
We have a whole community of individuals with a huge and diverse skill sets and experiences but unless you’re in a command role, it doesn’t get utilised to its full potential and that is a lost opportunity. Don’t look upon people as ‘just a PC’, everyone has something to share, contribute and potential to generate value if engaged. It’s what takes a good team to a great team.
So Jet, does what you’re suggesting actually work? Yes (please forgive me, I don’’t want to blow my own trumpet but I feel a real world example may help). I went from a ‘one to watch’ (or good) on Best Companies MC3 manager accreditation to 3 star (world class) in the space of two years. What did I do differently? I involved people in the things that affect them, I generated two way channels of communication, I encouraged ideas and suggestions, EVEN if I didn’t initially agree, I made sure I was seen regularly at the ground floor and held drop in sessions. I got to known those I manage, not just the managers that report to me, or the team leaders and supervisors that report to them, but those at the ground level of the business. Finally, I took the attitude that everyone has something to teach me, it’s easy to think what can I learn from someone at the bottom of the organisation, but it turns out a LOT. They’re the ones at the closet point to the product, the output, the bit that generates value for the organisation, they have hundreds of years experience between them, they know what the problems are, what the solutions might be, what works, what doesn’t… I have everything to learn from them, and I make sure the opportunities are there to do just that. I appreciate many people will not have heard of MC3 so the significance of 3 star rating may be lost.
Please do not perceive this as a moan, words do not convey tone, this is an opportunity and would make command’s live a lot easier. There are so many benefits for all parties when you have a more engaged community. Take the opportunity, you won’t regret it.
Again, if I can help the offer is there. No one has taken up the offer yet and I don’t want to impose, so I’ll just place the offer out there, open to anyone. I'd also be keen to learn from all of you and your experiences, learning is a journey that never ends.
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