It is vacation season and I am ready. I've got my backyard in shape so that daily I can take a mini vacation watching the birds and feeding my koi. And my plans are set for the annual family trek "Up North."
Most businesses will have employees going on vacation or just taking time off between July 1st and Labor day weekend. Dealing with vacation on a regular basis requires everyone in your firm to think about more than jumping in the car and heading out to the woods.
Here are some vacation tips so that employees will return from vacation relaxed and rejuvenated and those holding down the fort will not feel burdened.
1. Have a policy on vacation which will include how to request, time frame for request and how much is available.
2. Create a vacation planner - A calendar that all have access to is best.
3. Prior to vacations, rearrange work so that no one returns to "too much" work.
4. Encourage vacation coordination between your employees.
5. Do ask for destination contact information for emergencies and only use it for that! Even with cell phones, sometimes people go places without coverage.
6. Schedule time after the vacation to "see the pictures".
7. Announce job or corporate changes after the vacation season, not before.
The purpose of a vacation is to de-stress, relax and get rejuvenated. Helping your employees achieve that will help your company achieve its annual goals with less stress.
Don't' forget to plan your own vacation and try to have a few days where you unplug!
Copyright 2011 Linda Lucas Fayerweather
http://www.changinglanes.biz/
419-897-0528
Monday, June 27, 2011
Monday, June 20, 2011
Living in a Multi Generational World
Last week my webmaster got engaged and invited me and my husband to the engagement party. I knew it would be fun (it was), unique (it was) and I would be one of the more mature (read that oldest) at the event. When I got engaged years ago, we hadn't even heard about engagement parties. So, what does all this have to do with Multi Generational Worlds? Well, unless you are Royalty for life or an Old Dictator, most of us will be working with and for those that are younger or older than ourselves.
In my travels, I have meet the very young banker that really does understand business cash flow beyond credit score. I've also worked with elders that cause me to feel like a newcomer to my fields of study. Realizing that we all have talents and strengths, in the workplace we all need to figure out how to work together.
If you are leading or managing older employees without the years of "war stories to tell", take heart, it can be done even if you have a baby-face. Whether you are the owner of your business (do you really think that Mark Zuckerberg, CEO of Facebook has only younger employees?), or have been given the authority by your boss, here are some tips to help you grow in your authority.
1. Express Confidence. Not just self-confidence, but also sharing where the company is going. Assume your ideas and directions are well founded. Don't undermine yourself with qualifiers like "I haven't done this, but . . ." Or "You many not all agree. . ." Or "This might not be right, but. . ." Your own statements that express doubt in yourself, will only cause you to not be taken seriously.
2. Embrace an Open-minded stance. You are responsible for setting the agenda and leading the charge, asking for input is different than asking for guidance. Be ready to listen - that is the genius of innovation.
3. Ask for Feedback. Feedback is asking people for their view of what the company is actually doing - "Why is this not working" or "Why is it working so well". We want to learn the root cause of on-going problems.
4. Acknowledge and Reward those that make you shine. Humility is a characteristic that allows a great leader to share stellar performance. The statement often joked about in Dilbert "Hire people smarter than you" really means hiring smart to meet your Vision and Company's Vision. Telling the world of your staff's successes helps solidify a team while the company is seen as unified.
Last week, I talked about Standard Operating Procedures and the sister document is the Policy Manual or Employee Handbook. If you really want to spend your time as a leader, these documents give staff the guidance they need for the simple stuff!
In my travels, I have meet the very young banker that really does understand business cash flow beyond credit score. I've also worked with elders that cause me to feel like a newcomer to my fields of study. Realizing that we all have talents and strengths, in the workplace we all need to figure out how to work together.
If you are leading or managing older employees without the years of "war stories to tell", take heart, it can be done even if you have a baby-face. Whether you are the owner of your business (do you really think that Mark Zuckerberg, CEO of Facebook has only younger employees?), or have been given the authority by your boss, here are some tips to help you grow in your authority.
1. Express Confidence. Not just self-confidence, but also sharing where the company is going. Assume your ideas and directions are well founded. Don't undermine yourself with qualifiers like "I haven't done this, but . . ." Or "You many not all agree. . ." Or "This might not be right, but. . ." Your own statements that express doubt in yourself, will only cause you to not be taken seriously.
2. Embrace an Open-minded stance. You are responsible for setting the agenda and leading the charge, asking for input is different than asking for guidance. Be ready to listen - that is the genius of innovation.
3. Ask for Feedback. Feedback is asking people for their view of what the company is actually doing - "Why is this not working" or "Why is it working so well". We want to learn the root cause of on-going problems.
4. Acknowledge and Reward those that make you shine. Humility is a characteristic that allows a great leader to share stellar performance. The statement often joked about in Dilbert "Hire people smarter than you" really means hiring smart to meet your Vision and Company's Vision. Telling the world of your staff's successes helps solidify a team while the company is seen as unified.
Last week, I talked about Standard Operating Procedures and the sister document is the Policy Manual or Employee Handbook. If you really want to spend your time as a leader, these documents give staff the guidance they need for the simple stuff!
Monday, June 13, 2011
Do You Have SOP?
Do You have SOP?
Standard Operating Procedures (SOP) are a set of clearly written instructions outlining the specific activities needed to complete a task. This task may be simply closing the office at night or it could be to install the thingamajig in the whatyamacallit. These instructions or directions are written in simple language often with pictures so that all operations and employees required to perform this task are able to understand and do it. Simply put: procedures create standardized work with repeatable results.
Standard Operating procedures usually have the following characteristics:
• Idenitify where will this task be done
• Assign who has this task in their job description
• Idenitfy who will be responsible for the successful completion of this task
• The time needed to complete this task
• Define how this task contributes to the customer's satisfaction or profitability of the company
• Timeframe of when this task is done (many times per day, daily, weekly, monthly, seasonally)
• Actual procedures will be in simple language and often have pictures
Before you throw up your hands and say "I don't have time to do that", here are some of the basic reasons for doing SOP.
• Identify the flow of work from the beginning to the end.
• Error elimination or reduction.
• Provide a training manual for new employees/workers.
• Assists when solving production problems.
• Provide evidence of quality standards are in place.
• Provide evidence for excellence in the workforce.
• The MOST important tool when selling your business - you are selling a provable system with directions!
Businesses that implement procedures have also found that:
1) Creativity is increased because staff doesn't have to keep reinventing how to do something -- especially those tasks that are seasonal or not done frequently.
2) Stress levels are reduced on both management and labor because each knows what needs to be done and how; no more guess work.
If you are looking at your business and saying, how can I do this, start with the area of your business that has the most headaches. Putting standards there first will give you great feedback and results.
Copyright 2011 Linda Lucas Fayerweather
http://www.changinglanes.biz/
419-897-0528
Standard Operating Procedures (SOP) are a set of clearly written instructions outlining the specific activities needed to complete a task. This task may be simply closing the office at night or it could be to install the thingamajig in the whatyamacallit. These instructions or directions are written in simple language often with pictures so that all operations and employees required to perform this task are able to understand and do it. Simply put: procedures create standardized work with repeatable results.
Standard Operating procedures usually have the following characteristics:
• Idenitify where will this task be done
• Assign who has this task in their job description
• Idenitfy who will be responsible for the successful completion of this task
• The time needed to complete this task
• Define how this task contributes to the customer's satisfaction or profitability of the company
• Timeframe of when this task is done (many times per day, daily, weekly, monthly, seasonally)
• Actual procedures will be in simple language and often have pictures
Before you throw up your hands and say "I don't have time to do that", here are some of the basic reasons for doing SOP.
• Identify the flow of work from the beginning to the end.
• Error elimination or reduction.
• Provide a training manual for new employees/workers.
• Assists when solving production problems.
• Provide evidence of quality standards are in place.
• Provide evidence for excellence in the workforce.
• The MOST important tool when selling your business - you are selling a provable system with directions!
Businesses that implement procedures have also found that:
1) Creativity is increased because staff doesn't have to keep reinventing how to do something -- especially those tasks that are seasonal or not done frequently.
2) Stress levels are reduced on both management and labor because each knows what needs to be done and how; no more guess work.
If you are looking at your business and saying, how can I do this, start with the area of your business that has the most headaches. Putting standards there first will give you great feedback and results.
Copyright 2011 Linda Lucas Fayerweather
http://www.changinglanes.biz/
419-897-0528
Monday, June 06, 2011
Focus and Attention - It may not be ADD
10 Tips for Attention and Focus
Attention or Focus are described as selectively concentrating on one aspect of the environment while ignoring other things. A tough thing to do in this crazy stimulating world. The interruptions of life from outside your office are many and I see the most popular as:
- staff
- family
- Incoming phone calls (landline, cell, fax)
Then there are the interruptions we create ourselves:
- Checking our mail - email and all other sources
- Checking our mobile device
- Checking the news/weather/market on the internet
- Daydreaming
- Outgoing phone calls
Here are 10 tips to have a more "weeks we want":
1. Schedule time to do the daily tasks. Putting in your calendar that you will be checking and responding to your email at 8AM, Noon, and 3PM means you will be accountable to yourself to do it at those times.
2. Set your daily and weekly priorities. Knowing what you need to do this week and today are key to getting work done.
3. Start each day with a review of what you will do today. This takes your priorities and creates a schedule for you to follow during the day. Understand the difference between Important and Urgent. Urgent means it must be done NOW. Important usually means it needs to be done.
4. Control those distracting factors. That is where we started above with the distractions of life and the things that divert our focus. I am often reminded by teachers that say "Sam can't pay attention, yet this same Sam will spend 2 or 3 hours on the Gameboy." Recognize that not all important and necessary projects are fun.
5. Create rewards for yourself. When you have successfully finished a project or task, reward yourself with something that gives you energy! Hear that clearly - gives you energy! Examples of "gives you energy" I've run into in the last month.
- 15 minutes shooting hoops
- Cup of Tea
- Taking a 5 minute walk
- Reading a chapter of a book
- Fresh brewed cup of coffee
- 10 minute power nap
- Messing around water/pond/river/lake
- What's yours?____________________
7. Routine tasks. Use technology and others to help get stuff done. Let the voicemail work, forward all your emails to one account, find someone to do what you don't want to do or don't find energy from doing. Check out www.elance.com or www.odesk.com for routine tasks office tasks.
8. Stop delaying projects. Big projects usually can be split up into smaller projects. Take the time to do that and schedule when you will do each.
9. No - learn to say 'no'. Take a serious look at the work you do and identify those volunteer and networking projects that bring you energy. These are the ones that will be your key to sanity. Finding a charity or non-profit you can put yourself behind means when all the others call you have a great statement "I spend my volunteer time and money with _______."
10. Finally, daily do PDCA! Plan-Do-Check-Act is the Lean circular system to obtain process improvement. Check and Act mean to review and make adjustments. At the end of the day take time to reflect and make sure what wasn't done is rescheduled for the next day.
Staying focused is a skill, those that seem to be born with it are usually good at knowing what they want and how to get it. You can train yourself for productivity one moment at a time.
Copyright 2011 Linda Lucas Fayerweather
419-897-0528
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