- Tell others what you know. One improvement I have instituted is the weekly newsletter. It is a one page pdf that summarises what everyone is up to for the week. This is as much a tool for me to know what is happening and much as it is a tool for everyone else to understand what is happening in on a much larger scale.
- Read the reports. Written reports will always be the backbone of a management system. However I think written reports should be short, sharp, to the point and engage in further action. Written words should create a sense of urgency or the need for action.
- Keep it real. If people and employees know they are being listened to, the more forthcoming they will be with their honest opinions in the future. Those opinions can be the key markers of the health of the organisation at any given time.
The problem with direct experience - "I'll know it when I see it," or perhaps, "I'll see it when I know it..." We're hardwired to believe and understand the things we can actually experience. ...
9 hours ago