Title: Relocation Project
Purpose: To relocate people and equipment efficiently w/everything working properly
Process: Planning and Control Process
Measures: Statement of Work, Work Breakdown Structure, Responsibility Matrix, Schedules
Rewards: Fun, recognition Discussion: As the planner for a people relocation project, JT guided the construction of the planning and control documents such as Statement of Work, Work Breakdown Structure, Responsibility Matrix and Lessons Learned, and led the project team to accomplish several major office relocations. In spite of starting 4 months late, and having to deal with complex computer, telephone and fax lines, she and her team were rewarded with “Congratulations!” parties, recognition, and much customer praise.
Title: Implementing an automated registration system
Purpose: To transition from a labor-intensive manual to an automated registration system
Process: Planning and mgt/control process, performance mgmt system
Measures: Statement of work, schedules, productivity /creativity techniques
Rewards: Praise, recognition, fun Discussion: Although considered not doable in less than 4 years, Jt organized and managed the design, implementation, and installation of a simplified registration system for 5 learning centers in just 3 months. This resulted in registering 1000s of courses/month at each of the 5 locations, using existing resources. Previously, registration was done manually and required extra staff and overtime expenses. Results included improved services, streamlined processes, and dollars saved. Team members were rewarded with their personal selections, which included praise, recognition, fun and personal growth.
Title: Empowerment
Purpose: To motivate staff to accomplish a goal and be personally rewarded
Process: Performance management process, Planning and mgt/controls process
Measures: Teamwork, statement of work, results
Rewards: Personal growth, fun, praise Discussion: All staffers were offered the opportunity to achieve specific goals laid out by the Supervisor. By taking the time to listen, and to identify the personal goals of her staffers, JT encouraged one staffer, who was a low paid clerk, to lead the development of her functional work team. This employee, along with her colleagues, streamlined and standardized internal procedures, improved and expanded customer services, and laid the foundation for automating the registration of Learning Center materials at the 5 Learning Centers. Thus, the team achieved their collective goal. This staffer had selected as her reward “personal growth”, as she had wished to be involved in computers. As a result of her actions and success with her team, she, as her reward, was granted a transfer to the Computer Department.
Title: Capital Asset Inventory
Purpose: Complete an annual Capital Asset Inventory
Process: Life cycle process
Measures: Design, test, track, audits of a Capital Asset inventory database
Rewards: Personal growth Discussion: Having been assigned to complete an Annual Capital Asset Inventory, JT designed and implemented a Capital Asset (over $1000/item) Inventory Database of thousands of items using a simple database approach. She designed a prototype tracking document, tested the procedure and related details, resolved the questions that resulted, and modified and retested the design. Because of this preliminary testing of the procedure, JT was able to conduct physical audits of over 800 items at 4 sites in 2 days, eliminating double and triple counting of items, and locating items previously considered “lost”. Thousands of dollars were saved. JT’s reward was personal growth since this project, along with others, confirmed the success in using these systematic methods.
Title: Scheduling of class rooms
Purpose: To resolve problems with scheduling of training classrooms
Process: Creativity process/ productivity techniques
Measures: Ideas, simplicity
Rewards: Personal growth, praise Discussion: To eliminate the common problem of double scheduling meetings in the same room, JT simplified and streamlined the scheduling procedures, implemented customer self-service scheduling, and redesigned the automated tool used for scheduling the rooms. This more efficient scheduling procedure made reserving a room faster and easier. In addition, because it was more apparent which rooms were available, more rooms were put to use more efficiently. JT’s reward was personal growth since this project, along with others, confirmed the success in using these systematic methods.
Title: The Blossoming of Melissa
Purpose: To learn and apply influencing skills on Melissa
Process: Negotiating process/ performance management
Measures: Respect, listening, talking, smiles
Rewards: Personal growth, fun, prizes Discussion: From the streets of Calcutta, India, JT adopted Melissa, who was significantly deprived in terms of education, cultural and social development, and language. When Melissa arrived in America in 1988, she had never sat on a toilet, never eaten with utensils, her teeth were brown and broken, her stomach distended, she knew no American social or holiday customs, and spoke no English. After about 6 years in US schools, Melissa developed extreme anger, rebelled in school and at home, and ran away. Jt examined her own behavior to understand the role she was playing. JT learned influencing techniques, as well as better listening and speaking skills. JT and Melissa spent much time together, shared projects, praised each other, had fun together and they talked, laughed and talked more. Today Melissa is a real success story, having won awards, and having been featured as a leader in her local newspaper. Her growth and development continue. JT’s reward has been significant personal growth, fun, happiness and pride in her daughter and herself.
Title: General Receptionist (temp)
Purpose: To observe the performance of management and staff in other companies
Process: Negotiating process
Measures: Respect, listening, talking
Rewards: Personal growth Discussion: The temporary receptionist observed the following: The lawyer was seeking a new personal receptionist for his office. He interviewed several people. Eventually he selected one person. This person was heard to say, that she was leaving this job the same day that she started, saying, “I left a job where there was no respect. His [this lawyer's] language and his actions were disrespectful. I refuse to take another job with similar disrespect.” JT’s reward was personal growth since careful listening can identify where problems were occurring and solutions exist. Verbal disrespect ["put down" talk] occurs in professional settings as well. Disrespect hinders teamwork.
Title: Design a Computer System
Purpose: Unknown
Process: none
Measures: none
Rewards: none Discussion: The [department head] boss assigned his staffers to redesign a computer system. The boss did not define what exactly he wanted nor did he state the purpose of the project. [no Statement of Work] The four staffers met for 1 hour each week, for 6 weeks. They were not rewarded for working together so they didn’t. Instead they resisted, argued, and did not listen to [or respect] each other. A statement of work was drafted by a staffer who taught planning but it was neither considered nor discussed by the team. After 6 weeks, the team stopped meeting.. [No purpose was stated by the boss, no Statement of Work was considered, nothing was clarified, no process existed, no performance was measured and no measures were used.] Nothing was accomplished. Time and money were wasted. JT’s reward was personal growth since knowing the planning process [and the purpose of each of the steps] could identify solutions to these problems.
Title: Receptionist (temp)
Purpose: To observe the performance of management and staff in other companies
Process: Negotiating process
Measures: Listening, talking with respect
Rewards: Personal growth Discussion: The [design firm] boss spoke rapidly and mumbled, was gruff and impatient. Callers were impatient also when the new temporary receptionist asked them to repeat their names. Staff spoke insultingly and used “put down” talk when speaking about others. The environment was hostile and uncomfortable. The receptionist [JT] quit after two days. JT’s reward was personal growth since this experience, although difficult and uncomfortable, was a great learning experience, allowing her to identify "disrespect" issues which hinder teamwork.
Title: Receptionist (temp)
Purpose: To observe the performance of management and staff in other companies
Process: Planning and Control process
Measures: Organization chart
Rewards: Personal growth Discussion: The duties of the [interstate freight company] receptionist were to answer calls, direct them to the proper person at 1 of 9 different departments, and perform other duties when not answering the phone. The learning curve was very short. The temporary receptionist drafted [in about 10 minutes] a functional organization chart, identifying the different departmental functions, with the name and extension of the contact person. Within 30 minutes, the receptionist was able to control the Board with very little assistance from the head person. The receptionist was called back several times to fill in for permanent staff. JT’s reward was personal growth since knowing the steps in the planning process [functional org. chart] can solve problems and provide simple solutions.
Title: Receptionist (temp)
Purpose: To observe the performance of management and staff in other companies
Process: Apparent lack of a working performance management process
Measures: ??
Rewards: Personal growth Discussion: The [automobile association] temporary receptionist had about 25 incoming lines to control. She designed a functional organization chart, identifying the different departmental functions, with the name and extension of the contact person. Within about 30 minutes, she was able to control the 20+ incoming calls, answering them with respect and friendliness, asking them to hold, not leaving them on the line, and forwarding the calls to the proper person. Staffers came by and complimented the receptionist on her speed in answering and forwarding [using the functional organization chart] the calls correctly. The receptionist, being the central person for the callers, began to list the inconsistencies and observations that callers were experiencing. This list became many pages. After a few weeks, the receptionist shared this list with the boss. Alas, the receptionist was asked not to return. JT’s reward was personal growth since the functional org chart (1 of many steps in the planning process] can provide solutions, in spite of senior management who may not be interested in listening to problems and may fear solutions.
Title: Receptionist (temp)
Purpose: To observe the performance of management and staff in other companies
Process: Planning and control process, simplicity, productivity
Measures: Organization chart, organization, simplicity
Rewards: Personal growth Discussion: The [mortgage company] temporary receptionist quickly designed a simple functional organization chart with the departments, name and extension of the contact person. Because the calls were directed quickly, the receptionist, after a few days, sought other work to perform. The atmosphere was relatively stiff and unfriendly. There were several piles of discarded personal financial information stored in the open, under tables. She noticed that the supply room was much disorganized causing staffers to spend time searching for supplies, and/or ordering duplicate supplies. Since the phones were not ringing, the receptionist organized the supply paper, putting all the white paper together, all the colored paper in clear, easy to see plastic folders, gathered all the clips together for ease in locating them, and made the whole area neat and supplies visible to staffers. When the off-site owner was informed of this, she was incensed, saying she was paying for a receptionist, "not to organize the supply room". The next day, since the phones were being cared for, the temp receptionist suggested to staff that her assignment was completed. JT’s reward was personal growth since staff was happy with the ease of locating supplies which made work easier and faster. One has to wonder how these people were rewarded, probably not productivity and organization.
Title: Receptionist (temp)
Purpose: To observe the performance of management and staff in other companies
Process: Negotiating process
Measures: Listening, talking with respect
Rewards: Personal growth Discussion: The [large car dealer] temporary receptionist was on assignment on Friday, Saturday and Sunday, transferring calls among 5 car companies with different staff in each company. The receptionist crafted a functional organization chart for each of the 5 companies, from the 2-page, double-column, single-spaced list she was provided. She color coded the names of the 5 different company functional org charts for quick identification when calls came in. Each company had special and different requirements in answering and handling calls. Receptionists are given a 6 page, single spaced list of instructions that are expected to be learned on the spot. Frequently, what one person instructed didn’t work. Other staffers instructed differently. Many people didn’t appear to know procedures which differed considerably among the 5 companies, owned by one person. Answering the telephone in a timely and professional manner took priority over everything else. The same professionalism did not extend from manager to staffer as that which was expected of staffer to the customer. Too much was expected of the receptionist for having worked only 1 day in each of 3 companies. The receptionist refused other opportunities to work there. Outside customers were treated very well. Inside customers (staff) were not treated with similar respect. JT’s reward was personal growth in observing that senior managers need to be held to the same performance criteria as their staffers [ie treatment of staff], beginning with respect and professionalism which is part of teamwork.
Title: Dental office
Purpose: To establish a relationship with dentist and receive dental treatment
Process: Negotiating process
Measures: Respect, talking, smiles
Rewards: Personal growth Discussion: The female adult was seeking a new dentist and needed her teeth cleaned with this dentist and his large staff. The hygienist was neither friendly nor professional and was seemingly disinterested. During the hour of cleaning, the hygienist constantly watched the entrance, as if she was interested in something other than what she was doing. It was a very irritating experience for the patient. Questions re the bill existed. Repeatedly, calls to the billing office were frustrating as it appeared no one wanted to listen to the customer, who refused to pay her bill until these questions were answered. Months passed. The dentist turned the account over to a collection agency and to court. The adult, to this day, has never met nor spoken to the dentist. JT’s reward was personal growth in observing that dentists and other professionals need to be held to performance criteria that includes respect, smiles, and professionalism under the collective term of teamwork. Understanding the negotiating process, especially the step - “getting to know you” and listening, would be helpful to many professionals.
Title: Orthodontist
Purpose: To establish a relationship with orthodontist and receive orthodontia treatment
Process: Negotiating process, Planning and controls process, Life cycle
Measures: Respect, talking, smiles, statement of work
Rewards: Personal growth Discussion: The adult was seeking orthodontia care for her daughter who spoke limited English. The staff greeted the young daughter with smiles and friendly greetings. The Orthodontist met with the parent and daughter, patiently explained the written plan for straightening the teeth, and explained the full scope of the treatment (life cycle). During each step in the process, the Orthodontist used measures similar to those used in the Planning process. Most of all, the Orthodontist at all times treated the daughter as if he understood her completely, as he demonstrated instructions clearly and repeated these instructions. When dental appliances were lost, he replaced them without recharging the parent. Simple, fun prizes were the rewards to good patients. JT’s reward was personal growth in observing that some dentists and other professionals already use performance criteria that includes respect, smiles, building relationships [teamwork] and simplicity [productivity]. These are the leaders of our community and the leaders we wish to follow.
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