Staff Pre-Wire

An approach that saved me aggravation last time I rolled out a new administrative requirement with my directs…

One of the most frustrating things for me is need for corrective guidance on follow-up.  I know I need to check on stuff, make sure it’s happening.  But when I check, and it ain’t happening, and I know they know what I’ve asked them to make happen – and I know they know I know – argh.  Just do the document for every project, please.  Timesheets.  Every week.  Do it.  Dang it.

So I stole tactics from the _How To Pre-Wire A Meeting_ cast, hoping to prevent aggravation on the back-end by investing up front. 

I introduced the topic in O3’s, noting objections.  I took my two most senior team members to lunch, talking through the issue and their concerns – changing my approach, actually, based on their take.  Then back to the topic again in O3’s, addressing previously noted objections and possible approach.  A final bit of tweaking based on responses.  Then pitched an approach in weekly staff meeting, asking for comments, listening to the discussion.  Then, finally, a short all-hands to roll it out.  (This is what we’re doing.  Any questions?  Thank you.)  There were no questions at the all-hands; we were done in three minutes.  No, really.  It was a bit worrisome, actually.

But follow-up was a breeze.  Everybody did it, every time, without further guidance.  In fact, without my having to even mention it again.  They just did it.  It was wonderful.

A lot to invest up front, but it paid off big time.  For me, anyway.  Of course, past performance is no guarantee of future returns – as if anybody needed that reminder these days.

Best,

Paul Schweer