Eternal Idol
Lono, "The Dog"
Originally posted by dadudemon
I think that if you have ideas on how to improve things at work, do it.Here is a list of things to get your idea or ideas greenlit:
1. First, schedule a meeting with your higher ups that can approve your ideas. Don't go into details too much in the meeting invite but definitely schedule it and set an explicit agenda no larger than 5 items.
2. Prepare a business case. Justify it with numbers that follow the SMART model. Answer a few question in the business case:
Does this new process save money?
Does it increase revenue?
What is the ROI (aim for less than 6 months on small initiatives or less than 2 years on large ones).
Do you have team support for this (have you evangelized the idea to your peers)?
Is there a steep learning curve to get this idea/project off the ground and start seeing efficiencies from it?
What is the organizational impact?
Are there legal considerations?
Are there regulatory considerations?
Can this effort be capitalized (and/or will we have to acquire new assets, implement a cloud solution, acquire licensing, hire professional services, etc.)?
What is the full timeline with details in the timeline?
3. Practice your presentation with peers and family members. Find an a-hole friend who will ask you very hard hitting questions that poke holes in your idea.
4. Hold the meeting.
5. Deliver the utter living shit out of your idea and be a try charismatic leader to make this idea work.
6. Improve morale, working hours, etc. for everyone and make yourself happier.
7. Now that you've succeed with your idea in your company, they are far far far far more likely to approve another idea as long as you've done legit legwork like before. Now you have more opportunities to improve work. Go back to step 1.
Often, what the reality is, you don't understand everything at play and your idea is stupid as hell. You are just too ignorant to realize this. The new idea you have will be shit and change nothing. Worse, it will waste money, time, and harm the business. HOWEVER!!!!!! Sometimes, a person comes up with a great idea, saves money, or makes a crapload of money. Put some time into your idea. Really do the legwork. See if your idea is legit or if you're in the former camp of crappy ideas. Make it happen.
Take control of your future, don't wallow in mediocrity and depression. Make a difference. Be bold. Make change happen.
I appreciate the advice and honest feedback, DDM.
I'm all about being the best I can be and making a difference. I've been very vocal about my ideas in the past, got buy-in from my partners and peers, and sold it to management. The changes I made remain in use today, even though I run another department now, because they are more efficient than what we did before. I'm open to constructive criticism, and I can accept it when there is a flaw in one of my plans. I sincerely believe the next big change I'm pushing for would improve our performance and flow, while saving money by reducing labor hours and overtime. The few who have disagreed with me can't give me a good answer why it wouldn't work, but can only say that it's contrary to what we've normally done in the past, and it would affect arbitrary numbers which have no real value other than to make the reports look good.
I even had an interesting exchange with the district manager a few months ago. This was during a time when our volume was so overwhelming, our teams were working six days a week for months, and we had to get outside help. It went something like this:
DM: "Hey, I see everyone in motion, but I'm not seeing a whole lot of progress..."
Me: "That's because we're focused on x."
DM: "I see...but wouldn't it be more efficient and beneficial overall to do y? I mean, x is already behind, what harm is another day?"
Me: "Yes, it most certainly would be. I was instructed to focus on x, but if I have your approval, I can get redirect the crews to focus on y immediately."
DM: "Yeah, let's do that. We'll eventually have to get back to x, but keeping y under control is absolutely critical, especially now."
A few days later, I'd asked him the same question I'd been asking everyone else: why is so much importance place on completing x, when focusing on y makes everything else so much easier, including x. He didn't have an answer for me, and said he'd have to ask corporate headquarters because he couldn't think of any good reason himself. "It's just something we've always done" doesn't explain how it benefits our productivity or profitability. I'm convinced this is just plain stubborness and resistance to change from our top in-house management.
We're getting back into our original predicament again, and this is supposed to be the slow season. It's incredibly frustrating that I can't implement the strategy I used to get us out of deep shit last time around, at least not until we'll be waist-deep in it again.
Anyhow, even if they did heed my advice on this matter, things improved, and every single member of the management team pulled their own weight and actually worked as a team instead of competing divisions, the idea of early retirement is so much more appealing.