Doug Cartland's Four-Minute Leadership Advisory
Doug Cartland, Inc.
08/27/2013

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About eighteen months ago, I was sitting in an office at a manufacturing plant in southern Minnesota.  In front of me was the maintenance lead, sitting down for his one-on-one coaching session with moi.

 

"I'm frustrated," he said.

 

"Why's that?" I asked.

 

"Well, as things stand now, I'm only allowed to spend up to $250 at my own discretion. Anything above that, $251 or more, I have to get permission."

 

"And that's a problem because...?"

 

"It slows everything up. If I need a tool or a part that costs more than $250, it may take up to three or four days to get it. That means I can't get my work done quickly enough. Machines stay down, guys can't work, customers have to wait because I have to wait."

 

"Ok, what would you like your maximum allowed-to-spend number to be?" I asked.

 

"I'd like it doubled-to $500," he had his ready answer. He obviously had thought about this. As a matter of fact, he had thought about it for a while...frustrated.

 

"Here's what you do." He was all ears. "For the next thirty days, keep data. Write down all of the delays caused by you needing requisitions. Chart every machine that's down and for how long. Write down how many guys were idled. Keep track of delays caused for customers."

 

He nodded his assent. "Okay."

 

"After thirty days, you take that information to the general manager and show him how this policy is costing the company money. Show him the data. Every time a machine is down, or a worker isn't working at his or her peak or a customer isn't being served, it costs the company very real money. Show him that."

 

"I'll do it," he said.

 

"I have no doubt you will," I replied.

 

I returned to the plant two months later on the next of my regular visits. The maintenance lead stepped into my temporary office once again with the good news.

 

"I didn't even get to the general manager," he said. "I went to my direct supervisor, who went to the GM, and within six hours I had my maximum number to spend doubled."

 

"Congratulations," said I.

 

And that, ladies and gentlemen, is how it's done. If you have an idea or a change you believe the company you work for should make-collect the data, show the data, argue the data.

 

Generalizations, exaggerations, assumptions and feelings don't go far with leaders of business...nor should they.

 

Silence doesn't help either.

 

Any change you'd like to make should, in the end, make the company more profitable. If it doesn't, then, if I'm running your business, I'm not really interested in acting upon your idea.

 

There are no guarantees, of course, but if you can show greater profitability, it gives you the best chance to be heard.

 

And, by the way, the maintenance lead in southern Minnesota is now the maintenance supervisor and his maximum discretional spending has been quadrupled.  

I'd love to hear from you. Reply to this email and let me know your thoughts. 

 

Doug

 

Doug Cartland, President
Doug Cartland, Inc.

 

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