Sorry - Not My Table
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In a short question period after a workshop on engagement I
did last week, someone asked: What do you say to someone who says,
"It's not my job" and refuses to do what you have asked him or her to
do?
We could wrestle with that nightmare scenario all day, but in
reality, the answer goes a lot deeper than them just refusing to do the
work, the answer goes right to the leadership of the company, and the
vision they have set forth that they base all their decisions and
actions upon. If the vision is not clear, and not upheld, then of
course the workers will refuse to do the work. They don't get why it
would be important, and they just don't see or understand what the
company is about, and so, they don't see the work as important or
viable.
Without a vision, the company will perish.
It's the company management's error: By not having a clear,
detailed, concise vision, they have failed their workers, AND their
customers.
I can't even begin to tell you how many times, as a customer,
I have been exasperated by the behavior of a customer service agent
when they refused to take an action or ask a question of their manager,
saying "that's not my job".
If someone is in the business of serving customers, and
someone wants a problem solved, then it IS their job. They may not have
everything they need to satisfy them at that moment, but they find a
way to make it happen. To act like the customer owes them something
means they just don't get it, and, here's the rub, it's not necessarily
their fault: It's their managers fault for not communicating and
coaching the vision and values of the company clearly enough when they
hired them.
So, if you are a manager and you are getting this negative
response when you ask for cooperation from your workers, take a few
minutes to revisit your vision. You may have to tweak it, or better yet
you may have to write a new one... either way, you MUST get clear on
what it says, and clearly coach everyone to base every action on the
company's behalf on that vision.
The vision must be short enough for everyone to remember and
clear enough so that every decision and every action can be traced back
to and on behalf of it.
When it's clear, concise and the workers act on behalf of it,
you'll get much less push back from your workers, and much more
connection from your customers.
About the Author
S.
Paul Kearley
Personal
Best Training Solutions
Business Coach, Managing Partner
Dale Carnegie Business Group
[email protected]
www.personalbestsolutions.ca
506 432 6500
A successful salesperson, speaker and manager,
author of over 350
articles and 3 e-books, Paul Kearley has coached many thousands of
people since
his start in the Personal and Business development business in
1985. From Premiers of provinces
to CEO�s, or from
salespeople to students, Paul has assisted them all to create
alignment, build
confidence, improve human relations, deal effectively with stress,
amplify
sales and strengthen attitudes.
A Business coach for Dale Carnegie Business
Group, Paul is licensed to
coach in leadership, management, customer relations, personal
development,
public speaking and sales. Paul
has
worked with numerous companies and organizations from developing
greater sales
effectiveness with Jacques Whitford Engineering (now Stantec) to
creating an
environment where everyone sells, as he did with PEI Credit Unions, to
making
change stick with The Municipality for the County of Richmond and
coaching JD
Irving�s I.T. team to present more convincingly and with power.
As
Managing Partner for the Canadian
Maritimes, Paul�s responsibilities include creating
a dynamic support team, building an ever-increasing client base,
training new
business coaches and delivering 100% client satisfaction.
To connect with Paul, simply drop him a line at
[email protected]
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Article Published/Sorted/Amended on Scopulus 2013-03-18 12:07:05 in Marketing Articles
