Managing Opportunities or Problem Areas - Conclusion

As conclusion of Managing Opportunities or Problem Areas....

Now the steps listed above must be adapted to the situation at hand. Also, I have been accused of being “All carrot, no stick” with the approach above. My reasons for advocating this approach is simply this. First and foremost, it is best for the company and customer. If you are able to implement opportunities or solve problems with the above steps, teamwork is achieved and senior management is put into a position of not having to be involved in decisions that networked managers made. If there is conflict and the issues are resolved and implemented, teamwork is also enhanced. If there is conflict and resolution is not reached, then you (the opportunity promoter) is in the great position of advocating for achieving a positive opportunity. In addition, you are in a position of showing positive action toward goal achievement and you are also in the position of having attempted to resolve the issues prior to executive involvement. Note that the basis for your efforts to reach decisions and implement must be based on the best of intentions with all parties in achievement of the customer’s best interests.

Another key aspect of this approach is that of repetition. The first few attempts to solve problems or approach opportunities will struggle or fail. The willingness to continue to try to solve problems for the customer and company are key. You show your resilience to all involved and this has several aspects. Your peers realize that your fortitude is high and that you will continue to work for the best interests of all. Executive management will realize that your motives are right in the company and customer sense and that you are committed to improving.

Now, realistically, these steps will not work 100% of the time I had a problem which existed between a manufacturing and service group, where an intense study of service failures was required. I was on the manufacturing side. We had good problem identification and worked to plan actions required. Part of our effort required service input and action driven through-out the service organization. Despite the attempt at the above steps, we could not come to resolution nor could we get clear decisions from the conflicting parties on resolution. We had already begun the work on the manufacturing side to study the issue and make changes we felt were appropriate. I also attempted escalation within our existing management structure. No resolution was forthcoming and I made the decision to make the best changes we could, within the confines of the manufacturing group, and try our best to ensure solid customer service. Nevertheless, I still feel we missed an opportunity to have the best solution implemented across all groups.