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Have you ever been the project manager for an organization that was riddled with fulfillment problems? It certainly makes the job harder to accomplish. After interviewing countless leaders for this article, the main thread comes into focus: communication. You can pinpoint breakdowns if you follow the communication from leaders to their workers as it travels from team to team.
For starters, when launching a project, are you and your team able to fully explain what all the KPIs are and what they mean for the project? By taking these KPIs into account, every member of your team can get on the same page and keep the KPIs in mind during the day-to-day decision-making.
If KPIs are states and put into a plan, how is that plan communicated throughout the organization? Even a simple, strait-forward plan can get lost in an email dump of information. We've all gotten those--maybe a few of us have sent them--and they typically get treated like unread novels. The information is dense and is communicated in one short burst. Whatever simple planning the project had gone out the window by the way it was communicated. Don't forget that other magical "C" that pairs with communication: clarity. To communicate with clarity, an organization must know what they want from their employees and the messaging needs to be clear and concise. Remember, don't just dump the message on your workers. Instead, keep the communication flowing, steady and at regular intervals. This simple method of communication can transform orgnanization into high-performing ones.
Read the source article at EHS Today
Recently, I was engaged in change project in a company that clearly had performance problems.
After interviewing leaders and looking at their ways of working and their metrics, I realized that one of the main challenges the company had was the communication from leaders to teams and inside teams and between teams.
One simple thing that struck me was the fact that a team leader was not able to explain what all the KPIs meant. She was looking at numbers each day, but the definition of these measurements was unclear. So as a result, the people she worked with did not take them into account in daily leadership decision-making.
After I discussed the situation with her and other employees and managers, it came out that most attempts by employees and managers to get more clarity in communication were never realized.
