Communication Stovepipes

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Stovepipes.

Stovepipes at Word
Stovepipes at Work for Decades

This is an old term from the international spy world. It is a Tradecraft term. The idea is to create a medium in which essential information is gathered, filtered and transported up the management ladder. In the spy world it was driven by the paradox of required secrecy and the need to know. It was absolutely essential that nobody knew what information was moving, who was moving it, and where it was going. As such the various intelligence communities around the globe developed ingenious stovepipe mechanisms.

Stove pipes were also completely independent. From the tradecraft perspective this provided security for each stovepipe if others were compromised. Independent actions also allowed for each stovepipe to be massaged to work best for its purpose. Independence gave each stovepipe the ability to be flexible yet highly efficient.

Stovepipes in Industry

Now you might be wondering how tradecraft developed by organizations like the CIA, KGB or Mossad would have any bearing on your business. They are the perfect mechanism for information transfer across multiple levels within an organization. At each level, a participant will be tasked to filter out the information coming to them. Then they will prioritize that information and feed the information upward, or downward as required.

The stovepipe methodology provides a quick and simple path for essential information, while blocking out noise. Today in most industries, especially in email use, noise is the issue. We tend instead to simply copy everyone on everything. This is not only unnecessary, it is highly damaging to your organization. When every person has to filter out the noise from a hundred or more emails every day, and figure out which ones contain important information, then find that information, your organization will grind to a halt. People will tend to simply ignore everything that does not seem immediately important at face value.

So, in our attempts to give everyone all the information we have that we think they need, we simply drown them in noise and they get nothing.

Disconnect

This leads to disconnect. I have seen it in many organizations. Each level of management and operations is filled with good people, honest, hard working people. They try their best and work at hard and as smart as possible. Yet between those levels, and especially when jumping over a couple of levels, there is a significant disconnect.

Each level in the organization will have a different view of what is happening within. Each will behave differently based on these perceptions. There comes a horrible side effect into play at that point. As you travel down the ranks the people will feel unappreciated and ignored. They will feel that senior management simply is not listening and does not care too. They will believe that the boss has no clue what is going on and is horribly mismanaging the outfit. And they are somewhat right.

In an organization that does not have a proper stovepipe system in place, the senior management will not have a clue what is happening on the ground. There will be too much noise rising up and important, vital information either gets stalled or blocked completely. Management does care, but is not getting a clear picture and thus making errors in judgement.

From the management point of view, they will feel as though the people on the ground are dim witted, lazy and insubordinate. The boss will be pulling his hair out because he is not being informed of critical issues until it is too late to economically and effectively mitigate them. What could have been handled by a simple phone call, now requires flying halfway across the continent to fix a problem at a customer’s site.

This disconnect will lead to morale issues, high turnovers, poor efficiencies, high rework ratios, in fighting and office politics and a general poor behaviour within the company. Management will distrust labour, labour will distrust management. It will be “us” and “them” from top to bottom.

One commonly attempted, too common, “solution” is the hold meetings. You sit around for three hours in a meeting where you speak for two minutes and have to listen to an encyclopedia of information that does not involve you. Or, my favourite, when everyone gathers and simply reads off the log. They sit there are read to each other from the paper that they are all holding in their hands. Insanity! Most meetings today could be handled by a one line email.

Decision Disfunction

Do you have a problem in your business where people are always running to management to make simple decisions that should be made on the ground? How about managers that routinely micro-manage everything? How often have you heard the snickers from the floor when someone makes an ineffective or outright wrong decision? And the water cooler talk always centers around how the person making the decision was out of touch with what was going on around them. The person making the decision did not have the proper information, even though seemingly everybody else did.

The people on the ground are up against a wall expected to execute a plan that simply cannot work. The managers are dumbfounded that their plans, which seem perfect, fail. This goes on day after day. People get more frustrated, morale sinks, and the animosity between people grows. Then people start getting fired and don’t understand why.

At this point everyone starts to panic. People become afraid for their jobs and close up. Information becomes less available. Communications break down completely. Fingers start getting pointed. Now, instead of searching for solutions, people are searching for ways to cover their butts and point the blame to others. It is usually at this point that everyone really starts copying everyone on literally everything. The email overflow will grind an organization to a stand still. People will also hide critical information, as an ace up their sleeve, just in case a finger gets pointed at them.

Stovepipe Salvation

What we need are stovepipes. We need to develop organized lines of communication, a hierarchy, a reporting chain. At each level, a person must be appointed to take the position of gathering the information that is coming in at that level, triaging what is vital and urgent, and passing that information upward in a clear, concise manner. They are your Gate Keepers.

Those Gate Keepers will also be tasked with taking information down and disseminating it to the people at his/her level in the organization. We often hear the term lately “flat organization”. This sound nice, but in reality it doesn’t work, especially for communications. Here is why.

When you have two people in an organization, you have one line of communication. When you have three, you get three lines of communication. Add a fourth person and it jumps to six lines. A fifth person and you have ten lines.

The formula is L=N(N-1)/2, where N is the number of people, and L is the number of lines. So an organization of 100 people would have 100(100-1)/2=4950 lines of communication. An organization of 3,500 would have 3,500(3,500-1)/2=6,123,250 lines of communication.

SIX MILLION LINES OF COMMUNICATION!

Now imagine some of the big companies with tens of thousands of people. Can you see why flat organizations exist only on paper and why stovepipes are absolutely essential? It is our only salvation from that unholy mess.

Each Stovepipe must run from top to bottom. It must be a clear, unobstructed line from the Board of Directors, through the CEO down to to lowest individual in each sub-organization. Thankfully most companies already have a tool in place to help. It is called the Organizational Chart. You should be able to draw most of your stovepipes on it. At each junction, and especially at each fork, we need to establish a Gate Keeper that filters the information and transports it as needed. The Gate Keeper must be qualified for that position.

Information will now travel quickly up and down the lines, get to those who need it, and be properly processed. Decision makers will be able to confidently make those critical decisions because they will have immediate access to critical data. Boots on the ground will be free to pass concerns and questions up the ladder and receive timely and accurate responses. Decisions will be executed in an orderly and timely fashion and fires can be quickly extinguished before the whole project burns to the ground.

Stovepipe Decisions

The second salvation of Stovepipes is that they are designed to be the most effective and efficient decision making matrix. In a Stovepipe organization, the person closest to the decision, with the necessary skills to make that decision, is the one who makes it.

People are empowered. They are given a mandate. They are given authority. They are given information. They are given accountability. Each person in the organization becomes a decision maker. Each one works as both a technician, and as a manager. Every decision gets made by the person most qualified to make it. Every decision is made as efficiently as possible, by the person closest to it as possible, and will thus be executed in the most timely and efficient manner.

These ingredients are essential for it to work.

  1. Mandate
  2. Authority
  3. Information
  4. Accountability.

The Stovepipe will provide the tools for these ingredients to mix and succeed.

Go to your Organizational Chart. Update it! Draw your Stovepipes. Assign your Gate Keepers. Develop your communication protocols, whether it be a daily email report, a ten minute meeting, a phone call, updating a log etc. Empower your staff to make those critical decisions at the closest level possible.

Your Stovepipes will streamline your systems and communications, bring everyone into a common understanding on issues, pass information expediently, and get the right decisions made and executed in the most timely and efficient fashion. It will also break down the “us” and “them” problem. Stovepipes are a wonderful tool for reducing confusion and mistrust because they filter the noise and allow for full, direct, concise communication at all levels.


 

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Turning Your Greatest Liability Into Your Greatest Asset

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The Balancing Act

The Delicate Balance
The Delicate Balance of Assets and Liabilities

Operating a business is a balancing act. We have to balance liabilities with assets. We have to balance income with expenditures. We have to balance growth with cost. In this constant turmoil, this dynamic environment that can change in a heartbeat, there is an opportunity for us to take our Biggest Liability and turn it into our Greatest Asset.

People now are thinking cost, cash, consumables, credit, accounts payable etc. But none of those qualify as your biggest liability.

Your Biggest Liability is Your Staff!

Your Greatest Asset, is also Your Staff.

The difference rests on how you treat them.

There was a time when a person went to work for a company, and 45 years later, they retired. It was very common to work your entire career with one single employer. Loyalty was regarded as sacrosanct, both by workers and by employers. Times have changed.

Today it is common for a person to change employers more than seven times in their careers, and to change careers more than once as well. In the 1990’s people stayed with an employer for five to ten years, today we see people hanging around for only two or three years.

The cost to employers is HUGE. It has been estimated that it can cost the equivalent of nine months salary on average to hire a new employee. Higher paying executive and advanced technical positions can cost a company as much as twice the annual salary of that employee. Even high turnover, low skilled jobs cost at least 20% of the annual salary of that employee to hire them. And every time you hire somebody new, you are gambling that they will meld with your team and be productive.

Then there is the problem that when a person leaves, they are taking their experience with them. The longer you can keep an employee, the greater their value to you.

It is a balancing act to maintain a constant workforce that meets the production needs of a company. Keeping too many people on staff gets expensive in the lean times. Firing and hiring is expensive all the time.

Worker Attitude

We keep hearing cliches like “we hire for attitude not for aptitude; skills can be learned”. It sounds wonderful. It has a place in hiring. Unfortunately, it does not matter how happy, jovial and easy-going a person is, if they cannot produce the basic function of their job, they are useless. It quite simply takes time for a person to learn a skill set. The more advanced the skill, the longer it takes.

Here is another little secret that should be obvious, yet many seem oblivious too. The happiest, most optimistic, hardest working individual, will not be that way for long if they feel that they are not appreciated. The corollary to that is the biggest jerk will perform when they are being treated well and given credit for their abilities and performance.

The attitude of the worker depends on the attitude of the employer. That is why it has been said that a person will take a job based on the company, but stay with a job based on the supervisor. If the company and its management does not treat people with respect, the best performers will not perform at their best. The best performers will also look for work elsewhere. Eventually the company will be left with the people who could not find other work, and those workers will not put in a great effort. Worker attitude rests on employer attitude.

If on the other hand we show our appreciation for our employees. If we take the extra step of recognizing their efforts and achievements. If we, as managers, go the extra mile to remove the impediments that prevent people from excelling at what they do. If we take their needs into consideration and make exceptions for them when they have troubles. If we pay them a fair wage with bonuses. If we honestly listen to them, deal with their concerns, and implement their suggestions. Then we will have a positive work force that will excel, that will perform, and that will have our backs when there is trouble.

Investing in Your Assets

Now that we have seen how to take our biggest liability, our people, and turn them into our greatest asset, how do we invest in that asset?

The first way, we have spoken of, give them credit. When they have a genius idea, give them credit for it. When they solve a problem, give them credit for it. Let everyone know what they have done for the company and reward them openly.

The second way to invest in your employees is to mentor them. Maybe not personally, but set up a mentoring program in your business that pairs up junior staff with senior staff. It allows for transfer of knowledge and it builds teamwork and a sense of family.

Next, promote teamwork. Send your office staff out on the shop floor to talk to your production staff. Host regular events, BBQ hamburgers on Friday for them, get them out curling, or playing softball. Work on building true friendships in your plant. Not only will that encourage people to stay, when troubles arise, the people will work together to solve the problems instead of pointing fingers at each other and blaming.

The Fourth step is to invest in their professional development. Send them on courses. Pay for their professional fees. Host lunch-and-learns. Bring in experts to give seminars. And here is a shocker, if your workplace is unionized, sit down with your union representatives outside of normal negotiation periods and ask them what kind of professional development they would like. Send your Shop Steward on a negotiations course for example. It will pay off for you.

Be a Person, not a Title
Be a Person, not a Name or a Title

And the fifth and most important step for investing in your staff is to be present. This goes to the owners, to the Board of Directors, to the Officers. This is especially, but not solely, for the VP’s, the CEO the COO and any other combination of letters that keeps you locked up in an office. It goes for Project Managers, for Supervisors, Foremen, and anyone else charged with looking after people. Be there with them. Show up at your facility. Sit and talk with your people, take notes, get personal. Don’t fake it. Find a reason to genuinely care about each and every person on the payroll. Be a human being to them, not just a name or a title. Start treating them as friends and family and show your personal appreciation.

There have been many books written on this topic. You can take courses and engage consultants to help you. But really, keep it simple and it will work for you. Invest in your people and your biggest liability will become your greatest asset.


 

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Tribal Knowledge

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Tribal Knowledge

It can be the bane of an organization. What is Tribal Knowledge? It is the knowledge that has been built up in an organization among those with the greatest local experience, that never gets properly recorded. Every company has it, from the smallest Ma and Pa store to the largest most complex manufacturing and processing conglomerates.

How can it be a problem for senior people to carry around vital information in their heads? There are several problems with it. Sure it is absolutely wonderful that those people are the wealth of knowledge and wisdom that they are. It is not only a good thing, but a necessary thing, for there to be a go-to person in every area of your plant, an expert to call on for the most pressing concerns. The problem is, the information is not recorded, not written down, not cataloged.

I worked at a refinery where four men retired at the same time. Between them they had over 100 years of combined experience. These were well seasoned, highly trained, intelligent, hard working, conscientious men. Each man was an encyclopedia unto himself of the areas that he had worked. These were four men that everyone automatically went to with tough questions. These guys always had answers and knew secrets that baffled others. When they walked out the gate, 100 years of combined experience and expertise walked out the gate with them. Literally the first day after they left, they were all sorely missed. Not just because they were great guys, and they were indeed, but because their input was not only wanted, but desperately needed.

Documentation

The medical device industry is one of the most strictly regulated and documented industries on earth. You go into a production lab and you will not find a single sheet of paper that is not an official, signed, stamped document. You will find written procedures, with drawings and photographs for every single operation. It will tell you which serialized screw driver to use to turn which screw. It will detail which numbered bin the screw is in. The documents will even require you to catalog the very lot numbers of each part. The quality control and assurance in a medical device manufacturer would shame virtually any other industry.

Yet, if you go to work in one, you will find even with their extensive documentation and control, there is still a significant volume of Tribal Knowledge. It seems no matter how much we write down, we never cover it all.

This issue is partly caused by the need to be terse. Documentation must have the necessary components without being onerous. Information overload is the danger to be avoided, and the avoidance creates an absence of proper documentation.

Solution: Multi-level Documentation

That sounds simple, and really it is. Institute a multi-level documentation system. Have one basic document for operations. Have a second, deeper document for maintenance, and a third all inclusive document for engineering and design. It could even be done in one document with multiple sections.

This cannot be a static document!

Documents that are not regularly updated become stale and obsolete. I had a vendor email me one day asking if he could use the most up to date codes because the ones in the company standard were obsolete and he could not even find a copy of them. Documents are living creations. They must be continually updated.

Solution: A comprehensive Management of Change(MOC) program.

With a proper document control system, every document will list all documents that rely on or pertain to it. So when you run an MOC, you pull the primary document, and you also pull the secondary documents listed on it. When you make a change to one, you simply update the others. This also allows for your MOC to identify repercussions from you proposed changes more readily. And it is a good idea to get a decent document control software package. There are many on the market to choose from.

This will help with the paperwork, but what about the people?

Mentorship

I have worked in numerous industries for a wide variety of companies, from basement startups to multi billion dollar international enterprises. And I am sad to say that in all that time, in over 30 years of work, I have yet to see a formal mentorship program in a business. That is a sad truth.

A mentorship program will take these old-timers and pair them up with a few younger, middle aged workers to teach them and prepare them. The middle aged or intermediate workers will be paired up with junior employees as well. The tribal knowledge will then begin to flow down through the generations. It is important when setting up a mentor program that a person’s mentor is not their supervisor. A mentor has to encourage you to go beyond your comfort zone and to take chances. A supervisor often has to encourage an employee to stay within their expertise band to maintain high performance. There could be a conflict of interest, and in that case, the mentoring will always lose out.

It is also important to acknowledge an employee’s career goals when choosing a mentor. If an operator is looking to be a supervisor, then one of his/her mentors should be somebody in a supervisory position. If, however, they are looking to become technical masters, then their mentor should be a technical master. A key feature in any professional development plan is a formal mentorship program.

The mentors now also have to be trained. They have to receive leadership training. They need to learn how to teach and coach. Knowing how to do something, and knowing how to teach it, are completely different skill sets. I had some University professors that were so intelligent, so accomplished at their craft, you wondered if they were from another planet, yet their ability to teach others was somewhat limited. It is sad to lock away such brilliance and not be able to share it.

The mentorship program must be formal. There must be one person who is called to champion the program, and given the resources and authority to make it happen. That person also must be passionate about it, as every champion must. People should be signed up and the process monitored. The monitoring is to find weaknesses in the program and strengthen it through continuous improvement.

Even with flawed documentation, a quality mentorship program will ensure that the tribal knowledge built up through the years will be passed down to successive generation. Not only will that expertise flow, it will be built upon. Successive generations will not be continually wasting enormous efforts reinventing the wheel, they will be improving the existing wheel and avoiding repeating past mistakes.

If you only take one thing from this article, let it be the absolute need for a formal, well thought out, mentorship program in your business.


 

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My Best Guy

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Don’t Promote Your Best Guy!

Leadership
Leadership, from where you least expect

You have a facility, a factory, a workshop. And in your shop you have many different positions, a diversity of training and experience, a plethora of people. Each of them is working to become masters of their trades and professions. Each person has a finely tuned technical skill set. Each person applies that skill set differently in the workplace, reacting the specifics of each project they contribute to. All is well.

We watch our people, we train them, we assess them and rate them. Hopefully we also actively participate in their professional development. Often when we do, it is usually a matter of sending them to trade shows or industry specific training like an ASME 31.3 course. This is all good. But this is not enough.

Now a position opens up in your shop for a foreman or area manager. Who do you promote to that position? The standard answer, unfortunately also the wrong answer, is usually “My Best Guy”, or Girl as the case may be. But you are asking “why is this wrong?”. Why is the best worker in the department, the most skilled tradesman/woman, the highest educated PhD engineer not the person to lead the team? Surely they would know the most about the work the team is doing and be the go-to person for the most difficult technical decisions.

Yes they probably are the go-to guy for the TECHNICAL decisions, or at least for technical consultation. Why did I differentiate that? They may be more technically skilled than the rest of the team combined, maybe the world authority in their field, but that does not mean they are the best choice to lead the team.

Leadership and Management are Separate Skill Sets

The best person to lead a team is a team leader, not a technician. Leadership is a skill set. Management is also a skill set. There is a difference between project management, operational management and discipline management as well. They are similar, but different enough that, for example, a skilled and experienced project manager will have a learning curve to deal with when handed a maintenance management position.

And yes leadership and management are separate entities. They are not separate jobs, but separate skill sets. Management is about organization. Leadership is about buy in and team building. We can become great leaders and horrible managers, or vice versa. And neither of those skill sets are technical.

The Fallout

When we take a highly skilled technician and put them in charge of a group, a couple of things will happen. The first thing is that they will be overbearing in their technical opinions. They don’t do it on purpose, but they know that they are the experts. People have been coming to them for advice for a very long time. They will tend to cling to the technical part a little too tightly and not give their people room to grow and perform. Letting go of the technical part and leaving it to my technical team was one of the hardest lessons I had to learn when I made the transition from the bench to the desk.

The second thing that happens is the technician is not inundated with management tasks. He/she now has to organize work, plan, schedule and budget. These are skill that must be learned. Often, during our professional development of these people, we have given them only technical courses and left off the business courses entirely. A skilled, highly trained, experienced electrical engineer is no better at management than an average person walking in off of the street. They need training!

Then there is the dreaded soft skill shortfall. Let’s be brutally honest. Technicians and engineers are not overflowing in people skills. Leadership is a people skill set. Leadership is team building. Leadership is conflict resolution. A Leader is a father, mother, pastor, cop, judge, doctor, mentor, psychologist, team captain and water boy all rolled up into one. A Leader must wear numerous hats, often at the same time. Leadership is a separate skill set. Having a person in a leadership role that does not have leadership skills will kill your team. Morale will drop, production will suffer, quality will erode, and people will leave. Leaders need to be trained!

Set Up for Failure

When we take our “best guy” and promote him off the bench, we set them up for failure. Think about it. You are the leader and the manager. Your shop has been running successfully, therefore your leadership and management skills are at least somewhat honed. You may very well be an expert. So take that expertise and develop leadership and management skills in every subgroup in your business. Find the people, not who are the best techs, but who are the best leaders and managers. Find them and coach them. Train them and mentor them. Prepare them for the roles of team leaders, foremen, and managers.

And a side note, when you take your best tech and promote them off the bench, you are losing your best technical asset from that team. You are taking an individual that is excelling and contributing as much to the business as is physically possible, and moving them to a position where they will likely be a resource drain and an overall hinderance.

And to answer the question of why I differentiated making technical decisions from consulting on them, the person consulting only has to offer an opinion. The level of responsibility is usually lighter. The involvement is usually less as well. They are usually asked a specific technical question on a specific part of a much larger comprehensive project. As such they only have to consider that small window, and not the whole picture. They can then drill down on a very narrow range of possibilities and consequences. The project manager or lead then takes their advice and makes the decision based on the entire project.

Mentor your people. Train you future leaders and managers today. Professional development is not just technical development. There was a saying in the Military, “it takes 15 years to develop a Sergeant with 15 years experience”. There are no shortcuts. If you need them tomorrow, and you will, train them properly today. Then promote your best “leaders and managers”, and leave your expert techs on the bench.


 

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Critical Path Myopia

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In the wonderful world of project management, one of our first and most critical roles is to determine the critical path activities within our project execution schedule. This goes hand in hand with identifying all long lead items and expediting their arrival to meet with critical milestones. We have all learned to do this well.

Unfortunately we often tend to do it too well. We become myopic. We get our critical path identified and focus only on those specific items. At the end of our projects, we sit back and count up our B-Deficiencies. Why do we have deficiencies? How on earth can we make the insane requirements of the critical path schedule, and miss on everything else? Critical Path Myopia.

Events that do not fall on the critical path are also critical. We, however, tend to put them off.For example, if we were recertifying an API-653 regulated tank, our critical path could include items like installing the liner, pouring the concrete subfloor, jacking columns, preparing a nozzle sheet etc. But just as critical are the Foam Chambers for fire suppression. They is not on the critical patch because you can do them pretty much anytime that the wind isn’t howling too hard to get up in a lift. Thus we tend not to focus on them. We have a crew, we have a critical path, we hit that path hard. We don’t want to sacrifice manpower on a non-critical item when we are in danger of slipping on the critical items. Then we find that we are buttoning up after the hydro test and the Foam Chambers are not replaced.

Now the Foam Chambers are your critical path and you are stuck because you let them slip. Now you cannot return your tank to service because you do not have appropriate fire protection. Now your refinery is paying for a day or two of demurrage and your crew is on overtime to get the job done. Maybe there is an air freight shipment charge involved to expedite some parts to site as well.

Critical Path Myopia is a common, and is a dangerous and expensive practice. While it is vital to identify, plan and execute the critical path, it is equally vital to keep the whole program on track. Deficiencies at the the end of a project are a sign that we have fallen into the trap of Critical Path Myopia.

Don’t get nearsighted. Don’t be blinded by the critical path. Don’t allow the “lesser things” to fall out of your attention. Remember, it is the little foxes that spoil the vine. Once you have identified your critical path, ensure that you have also allocated sufficient resources to complete all secondary tasks on time, on spec, and on budget.

As they say in hockey, keep your head up, and your stick on the ice.


 

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“Not My Job”

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“Not My Job”

Not My Job
Not My Job.

How painfully often we hear this phrase pronounced at the job site. Something needs to be done, and sometimes we are often asked to do it, but we firmly state “That is not my job”, and let it go. The business suffers, safety gets compromised, customers leave. Factories close and then indeed it will not be your job for you won’t have a job left to go to.

There is a tendency in the workplace to identify a list of roles and responsibilities, which we do need to do, but then use it for the wrong purposes. Our stated roles and responsibilities at work are not an all inclusive list, they are merely the backbone of our job. These are the things that we must do in order to keep the company moving. These are the vital aspects that we are most qualified at, and that have been placed on our plates.

A workplace is a homogeneous group of heterogeneous components; people. Each of us has strengths and weaknesses. Each of us is an expert in some areas, and a complete novice, even totally incompetent at others. Our roles and responsibilities should be composed of those things for which we are experts. There are times that we are experts in certain areas, and we are also pushed out from doing those things. That will happen. That is not a good thing.

But what I want to focus on today are the things that are not on our lists, the things that we confidently claim “are not my job”. Let me tell you a secret.

THEY ARE YOUR JOB!

We, as employees, as managers, as tradesmen, as operators, as clerks, as drivers, as administrators and HR and every other title under the sun, are ALL responsible for anything and everything that happens at the workplace. We are ALL responsible for safety. We are ALL responsible for costs and budgets. We are ALL responsible for customer satisfaction. We are ALL responsible for environmental compliance. We are ALL responsible for product and service quality.

If something is “not your job”, then please resign and go home and drink tea because there are thousands of people available, equally or even better qualified, with a far better attitude that would be more than happy to make it their job.

The global economy is in the toilet. Jobs are running scarce. The solution is to tighten up and perform. Be the best. Make it “Your Job”! Look around at work and see what is not being done, where the gaps are, and take the initiative to fix it. Do what needs to be done, when it needs to be done, the way it needs to be done. And if you simply are unqualified to perform the task, then make it your job to ensure that a qualified person gets it done. If you see something that needs welding, get the welders on it. If you see something that needs cleaning, get the cleaners on it. If you see something that you can do, do it. Do it immediately. Do it right.

Make it “Your Job”!

Be a Can Do individual. Be outstanding. Take a proactive approach and use your personal initiative. Stand out in the crowd, take some chances, be bold. Encourage others to do the same.

Make it “Your Job”!


 

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