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www.IndependentRetailer.com MANAGEMENT Solving Business
Problems continued from page 114
on time deliveries and clarifying the reasons for late deliveries. See whether jobs are scheduled according to capacity, and ascer- tain if pressure from customers dictate schedule changes. De- cide whether to prioritize orders from certain customers based on profi t margin, volume or other factors, and get an understand- ing of how promise dates are determined. Establish rules for creating, communicating, moni- toring and verifying compliance with schedules. Employees. Do you have self centered employees who
are uninterested in innovation, customer engagement and higher levels of profi tability? Stop giving them slack. • Perceive Shortcomings.
Think about manipulation in the past, times that defensive- ness overruled reason, and other troubling moments, as these in- teractions represent the core of an employee’s personality, not the rough edges. Let employees know that you realize that mis- takes will happen, but cover-ups and denials are unacceptable. • Touch Base. Uncover fears
of a new technology applica- tion, heavier workloads, or loss of control over a certain work area, and try to discern a lack of understanding in your business model and vision. Go ahead and
implement surefi re ideas, and remember that employee buy- ins are useful, but not essential. Remove employees who may sabotage new tactics, products, etc. from certain projects, or take them out of the workplace. • Observe Work Habits. Note
attendance and productivity, and set goals and describe hab- its that will achieve objectives. Monitor results to confi rm that employees are focusing on your business, not dwelling on their problems or pursuing their per- sonal interests. Financials. Is your business
operating at full capacity, but failing to generate cash? Get a handle on what is clogging cash fl ow.
continued on page 123
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