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First although I have not dropped by here for a while your cast has been enormously helpful.

For those that don't know I am a truckdriver, and became the chair of the safety committee. On to the point. The new VP of Oregon operations is very open to feedback from all levels. And is working hard to make changes to the culture. He meets with hourly employee's regularly and follows up on what they say.

I am all over the company, we have gotten the message out that we need to out-compete and gain market share. But we are not showing the behaviors that go with that, we are choking the sales division at the production and shipping end. Managers at that level are incentivized solely to come in under budget. Not for on-time delivery,quality product and things like that.

This is incredibly de-motivating for the 500 man sales fleet. They are in great numbers saying that this seems just rhetoric, as they are still not getting what they order, when they order it. And although the mission has changed, they still do not have the backup they need to gain creditability and trust with the customers.

So what advise do you guys have for how to give feedback to the top without looking like I am just sandbagging my manager?

Mark's picture

Were I to do this in your situation, I would couch the feedback in the form of information relative to its affect on safety.

In other words, mentioning this information in an aside or an additional comment in a monthly or quarterly safety presentation.

E.g., "noticing some tension between sales and ops on the mission change and growth needs. Sense that perhaps growth numbers and budget requirements may motivate some to make poor decisions."

BEFORE you do this, though, be prepared with data about the comment. How many such comments, how widespread geographically and by role and division. This will show that you didn't just throw something up, but had data, had insight, and then had the smarts not to stand up and just yell.

Mark

Torch's picture

I thank you again.

thaGUma's picture

I would be sure anything you pass up the line has already been said to your line manager.

Plus, if you want to get some air-time on an idea not-safety related, then at least have a 'safety angle' or at least mention it is in discussion with your direct manager ... and copy the email to your manager - this a)gives him the heads up and b) indicates that you do have a valid route to higher management and perhaps your suggestions are worth a view.