| Why is it that most people don't like change, but | | | | (6) months. Generally, teams will generate 20 to |
| do like to make a difference (in their job) that is | | | | 25 priorities within a six month period. However, it |
| valued and respected by others? Why is it that | | | | is impossible to achieve that number of priorities in |
| organizations are questioning the work ethic of | | | | that short a time. This not only produces a sense |
| younger employees, while many employees are | | | | of overwhelm, but also results in continuous failure |
| putting more effort and time into their jobs than | | | | that demoralizes everyone involved. |
| ever before? Why is it that many people are | | | | Identify the top 1 to 3 team priorities that are |
| bored or tired with the monotonous routine of | | | | "non-negotiable" and focus each meeting on the |
| their jobs or problems on the job, even though | | | | accomplishment of those priorities. Even though |
| they are constantly faced with change? Why do | | | | the project leader may be an individual on the |
| organizations spend considerable time developing | | | | team, make it every team member's |
| clear vision statements and strategies, yet have | | | | accountability to assure success on those priorities |
| no sense of purpose or a way to identify | | | | then, identify 7 to 10 priorities that will be |
| accomplishments from the previous change effort | | | | addressed as a team, as time allows. Develop a |
| before embarking on the next | | | | strategy and set of milestones for each priority |
| flavor-of-the-month change? | | | | that gets reviewed by the team on an ongoing |
| While organizations need to be adapt-able, | | | | basis to assure that milestones are achieved. |
| constantly changing (improving) and responsive to | | | | When priorities are accomplished or there are |
| the demands of its customers, leaders need to | | | | major changes in priorities, reprioritize to assure |
| provide a clear and constant sense of direction | | | | clarity and focus. Otherwise, look at the priorities |
| and purpose. It is not enough to have a Vision | | | | every 6 months. Don't forget to tie the priorities |
| that addresses being the "best." Leaders must | | | | back to the organization's identity and challenge. |
| create an identity and challenge that will capture | | | | Otherwise, people will lose sight of the ultimate |
| the "hearts" of managers and employees, so that | | | | purpose of the priorities and the value that |
| everyone knows why they are putting in the | | | | motivates people will be lost. |
| extra hours, why they are developing new skills | | | | Create a Theme for Improvement. Unfortunately, |
| and why there is a sense of urgency to | | | | it is easy to accomplish the organization's priorities |
| accomplish results. Once an identity and challenge | | | | without improving the quality, efficiency or |
| are decided upon, it becomes the reason for | | | | teamwork necessary for upgrading our products |
| teamwork, the reason to utilize resources, the | | | | and services. |
| reason to improve communication, and the reason | | | | Oftentimes organizations create separate |
| to improve operational processes. Otherwise, all of | | | | improvement efforts to achieve this goal of |
| those improvement actions become meaningless | | | | continuous improvement. However, this can result |
| activities that will change again when the next | | | | in fragmented efforts where improvement is |
| popular change effort gets publicized. | | | | seen as an extra activity that is another burden. |
| People tend to lose sight of their purpose and | | | | When there is a push between achieving the |
| focus once they begin taking action on their daily | | | | priorities and improvement projects, the priorities |
| responsibilities. Thus, it is critical for leaders to | | | | win, while the organization loses. |
| develop systems to keep reminding people of the | | | | Action. Develop themes for improving services or |
| organization's challenge, the organization's purpose | | | | products which link business priorities and the |
| that will make a difference, and the value | | | | teamwork necessary to be successful. Instead of |
| received from accomplishing the milestones that | | | | separate improvement efforts, these |
| demonstrate progress. The following actions can | | | | improvements are integrated with the business |
| keep managers and employees focused, | | | | priorities and are accomplished with the |
| motivated and dedicated to improving their quality | | | | achievement of the priorities. |
| and efficiency: | | | | Recognize the Achievement of Priorities. Too |
| Reprioritizing the Priorities. It seems that with | | | | often, once one priority is achieved, leaders |
| every change a new set of priorities is established | | | | introduce the next priority. As a result, people |
| which alters the focus of managers and | | | | involved with the achievement of the priority |
| employees alike. As a result, people feel | | | | don't feel a sense of completion, or value, for all |
| fragmented, overwhelmed and without direction. | | | | the effort put into the last project. Without feeling |
| We can see this at meetings where we spend | | | | completion or value, we are less willing to expend |
| our time dealing with the crisis of the week and | | | | our personal energy to assist others beyond basic |
| never feeling a sense of completion. It is | | | | requirements. Quality, improvement and |
| necessary to change priorities, however we need | | | | teamwork are given-up so that we can complete |
| to distinguish adding priorities from changing | | | | the next assignment as quickly as possible without |
| priorities. | | | | regard for purpose or identity. |
| Action. Reprioritize all of your priorities every six | | | | |