Frustrations While Managing Your Operation
Think about these questions:
- What frustrates you in managing your operation?
- How many times do you experience the “deer in the headlights” stare when you ask a question?
- Can your team identify the cause of problems?
- Are they able to prioritize the resolution efforts?
- Are they capable of presenting a justification for the action that has quantifiable costs and savings rather than estimates and “gut feel?”
- Are they able to anticipate volumes and expenses?
Training is Needed
It’s easy to provide instruction and training on process and procedures as well as social skills needed to manage people.
The challenge is in training your team on how to think. Few colleges and hardly any corporate training include this endangered skill in their curriculum.
Learning How to Think
Learning how to think operationally requires a culture that promotes and reward continuous process improvement supported by a proactive approach to management.
It also includes knowledge of how to ask questions that reveal solutions. Commonality in understanding and communication are critical ingredients.
While not everyone will be on the same page, they do need to all be reading the same book. Core to developing the ability to think is an understanding and awareness of fundamental skills and tools.
Command and mastery is developed by practicing skills and tools and observing their application in different scenarios and environments.
Applying New Skills
Ownership and confidence are developed when the individual is required to apply the new skills and lessons to their own challenges.
The personal experience combined with observation of solutions to alternative applications encourages the operational thought process.
The path is not easy and requires coaching and mentoring. Seldom does a manager have energy and extra time to devote to this effort.
For thirty years FTP’s Managing Operations Workshop has helped provide a foundation for the development and promotion of individual operational thought.