What is your opinion on this topic? How do you understand progress? What matters in your company?
Communication is not always about bureaucratic bullshit, policies, sharing info that someone joined or left the company or other pleasant things. Sometimes it’s about problems!
How do you communicate when something critical for you business is happening?
In this case involve everybody into a message if you really think it is serious. Everybody must understand the impact and see clients reactions. And it’s all about only adding additional recepients into the email.
I would treat it a success if at least one person makes a conclusion and tries to avoid similar problems in the future or it encourages someone additional to help. And i don’t care if most treat it as spam, distraction or waste. If i really think it’s important – i don’t care.
Meetings (again and again)
Make a reminder for everybody in the room just before a meeting starts - those who are not going to participate actively should leave the room. I assume that you apply this kaizen when organize meetings - http://agilemindstorm.com/2013/08/06/2-seconds-management-kaizen/
Don’t motivate people, cause most probably you will demotivate them
How are these principles applied in your company? Do you have modern management system? Let me know if you want to discuss this more or have any practical hints how to move that direction in the company with more than 5 people.
p.p.s. comparing my organization against these principles now to identify next steps for improvements
One more blog post that completely made my day. Directly goes to a good stuff library. It is so well put where should we focus our energy on - http://flowchainsensei.wordpress.com/2013/08/26/how-can-we-do-this-better/
Quote from the post
It never ceases to surprise me just how few people seem to grasp the power of compounding –something “both obvious and very surprising”. I’m also regularly surprised by how few organisations seem to understand the connection between compounding and continuous improvement. And I don’t mean understand it intellectually, but understand it viscerally – such that they take it to heart, ingrain it into the fabric of the organisation, act on it as if the very life of their organisation depended on it. Which, one could reasonably argue, it does.
“It is not necessary to change. Survival is not mandatory.” ~ W. Edwards Deming
And, again, I’m often surprised by how little priority deliberate and systemic continuous (e.g. in-band) improvement receives from senior management groups.
“The best time to plant a tree was 20 years ago. The second best time is now.” ~ Chinese Proverb