Developing Useful Systems

Using appropriate systems assists efficiency and order and can create calmness and productivity.

The difficulty is getting people to use systems consistently. If the system is sensible, practical and obvious - it is more likely to be used.

We are all familiar with systems that DON'T work! One of my favourites is a sign to designate a "no-go" zone for off-leash dogs in the middle of a huge off-leash area in a public park. There is a small metal plaque set into the ground that indicates this "no-go zone". Do they think that dogs can read and change their play based on a picture?

So the question is: How can I get staff to take my systems seriously?

If people understand why a system exists they are more likely to use it.
Make sure all systems are necessary
Ensure the systems are reasonable for the users
Keep them simple
If the systems are mandatory clarify their purpose to the users
Systems exist to bring efficiencies - not to control people
Are the systems current or "just there from before"?
Are there easier or better ways to guide staff?
Are they relevant?
Do they reflect staffs' actions?

In Summary:
Understanding brings acceptance.
Use the KISS principle (Keep it simple, straightforward)
Clarify the purpose of the system
Review and revise systems NOW!
Systems should be relevant and appropriate

Following these steps will help you develop systems that people will value and use.

Winning Friends

How we do everything we do counts. Our past beliefs and behaviours can shape our current work and relationships.

I recently heard an interview discussing why one politician (Dr Brendan Nelson) became leader of the Liberal Party in Australia after the recent elections rather than another politician (Malcolm Turnball).

The comment was that Dr Nelson (who trained and worked as a medical practitioner) was collaborative, took issues to the party room and discussed these issues with members of the party. Mr Turnball on the other hand tended to make his own decisions - and he was a very successful businessman prior to pursuing a political life.

It struck me that these men continued with the styles of management and interaction that best suited their previous work experiences. A medical practitioner HAS to tread carefully, collect information (knowledge and training) and research (test results, reading) so that they can make the correct diagnoses and provide the best treatment for their patients - a wrong decision can affect life and limb. A businessman has to make decisions quickly, act on them immediately and repair the problems once they become apparent - and a wrong decision can cost dearly.

Both used a personal and management style that reflected their past work experiences and preferences, and both add greatly to their worlds. In different contexts their individual styles and preferences can be varyingly successful.

What is your style and approach? Does it serve your current goals and purpose, or does it hinder your outcomes?