The Unexpected Can Be a Gift and We Shouldn’t Squander It
My employer once tasked me with turning around an unprofitable subsidiary of the company. Two people preceded me in this effort and failed.
I suspect, however, that they were unprepared to deal with the momentous task in front of them. Overwhelmed, they didn’t know what to do. I did. And I embraced the challenge.
I began my work offsite and interacted with the office manager by phone. I determined three things to address and set about making them happen.
First, I needed to hold the manager accountable for her mismanagement and guide her to change her methods. Second, I had to find expenses to cut. Third, I wanted to optimize operations for increased efficiency.
Though it was all straightforward and doable, it would also take time. I developed a strategy of what to do, the order to do it, and when to complete it. My plan was sound.
When I arrived on site for my first visit, I added a fourth item to my list: energize a disenfranchised workforce. They didn’t believe anyone cared about them. And based on how their manager treated them, they were right. I needed to change that.
Yes, I still did my planned work on the first three items on my list, but I made sure I spent as much time with the staff as possible.
I came in early and stayed late so I would be around for their scheduled shifts. As I worked in their proximity, I observed, I listened, and we talked.
Many had legitimate complaints about working conditions, and some offered astute suggestions for improvement. One employee pointed out an inefficient configuration in their office.
I agreed with her. “Let’s fix it.”
Wide-eyed and mouth agape, she watched me implement her suggestion. It took me about ten minutes.
“No one’s ever done anything like this for us before.” Her eyes misted over.
For the rest of my time there, I spent every extra moment I could working to address the employees’ concerns. I fixed things. I threw away junk. And I streamlined processes.
As I did, their appreciation for me grew and their attitude toward their work changed.
Though my supervisor later questioned the priority I placed on doing things he deemed as inconsequential and not solely focused on my three objectives, I assured him it was exactly what those employees needed.
Over the following months, I made more trips there and implemented additional improvements. The staff began to anticipate my arrival and appreciated our interaction.
Their attitudes improved, and they stopped complaining. Instead, they offered suggestions.
The accounting department tracked my progress and gave me monthly financial reports. What started out as a significant shortfall soon changed to a small one, and then to break even.
After six months, we made a profit, albeit a small one. It was the ideal time to sell the subsidiary, and we did.
Leadership and Management Success Tip
What appears to be the most pressing issue isn’t always what matters the most or produces the best results.
Read more in Peter Lyle DeHaan’s book Sticky Leadership and Management, featuring his compelling story-driven insights and tips.
Peter Lyle DeHaan is an entrepreneur and businessman who has managed, owned, and started multiple businesses over his career. Common themes at every turn have included customer service, sales and marketing, and leadership and management.
Peter shares his lifetime of business experience and personal insights through his books to encourage, inspire, and occasionally entertain.