Engineering Inc. - July/August 2016 - (Page 44)
Guest Column
B Y S H E L L E Y R O W , P. E .
Investing in the Human Side
of Business Pays Dividends
I
t came as a surprise to all of us. The
CEO of this midsize engineering
technology company instinctively
knew his senior leaders were losing
time, productivity and money because
of ineffective communication and
collaboration. It was the amount of loss
that was the biggest surprise. After a year of
working together, the senior staff reported
productivity losses that ranged from 15
percent to 50 percent.
As you read part of their story, consider your
own organization. How much productivity and
money do you leave on the table because your
staff doesn't work well together, annoyances
escalate and communication suffers?
Who
Company X is a midsize technology manufacturing company.
With more than 100 people on staff and located in multiple
cities, the leadership team must work together effectively to bridge
communication gaps among engineering, manufacturing, sales
and service.
The Problem
Company X's leadership team is filled with diverse personalities
and communication styles. The struggle to communicate derailed
relationships and stifled potential. When the pressure was high,
discussions often triggered emotional reactions that soured staff
relationships. Meetings were duplicated as a result of ineffective
communication. Some people opted out of discussions to avoid
anxiety. Consequently, decision-making, productivity and innovation suffered. This is where Company X took a unique approach.
"We had individual personalities, management-style differences
and misconceptions about one another," according to a company
leader.
Engineering organizations readily invest in process improvements, but they rarely invest in people. In this case, the CEO
invested in his staff, and it paid off with one of the company's
highest-grossing years.
Process
Structurally, the company held four in-person workshops with
senior team members over a one-year period. Videoconferences
and monthly personal coaching sessions were provided as well.
44
ENGINEERING INC.
JULY / AUGUST 2016
Team members received email
reminders every few weeks to emphasize
implementation. In total, each person
allotted approximately 30 hours to
personal improvement during the
Shelley Row
year. In less than one week per year,
collaboration and decision-making improved dramatically.
The process implemented wasn't rocket science, but it was
neuroscience. Each module in the process included education
about how the brain impacts personal behavior. For example, staff
members identified 14 behavioral outcomes that, if enhanced
within the company, would lead to higher productivity and
increased revenue. Individual self-awareness was enhanced through
the Business DNA Behavior self-assessment tool. The results
enabled staff to recognize personal tendencies and understand
colleagues' style preferences by tying them to the wiring in their
brains.
As a case in point, reactivity under pressure was a behavioral
struggle for many people. Once triggered by a situation or
person, the internal churn reduced productivity because everyone
struggled to recover from the aggravation. Using neuroscience,
staff members learned their brain's biological process in order to
recognize and manage triggering situations.
Results
In the end, participants reported noticeable changes in
themselves and others. They identified five areas of benefit: timesavings, improved communication, enhanced decision-making,
teamwork and reduced reactivity.
Some staff reactions include:
"Personal relationships are so much better that we're able to
just get complex work done a lot faster..."
"(The first draft of the budget) has come together in a matter
of weeks where normally it takes a couple of months..."
"I would say that we have reduced the amount of time that it
takes to make good decisions, so I think our agility and flexibility
has improved this year."
Company X reaped quantifiable benefits and noticeable
productivity gains by addressing the human side of business.
It earned back the investment many times over, and the staff
developed skills that will pay dividends for years to come.
Indeed, the hardest part was the initial decision to invest in
staff development. How much time, productivity and money
could you save by investing in your people? ■
Shelley Row is a professional engineer, author, speaker and consultant on leadership decision-making. She is a frequent presenter of
business education seminars for ACEC. Go to www.shelleyrow.com
for more information.
http://www.shelleyrow.com
Table of Contents for the Digital Edition of Engineering Inc. - July/August 2016
Engineering Inc. - July/August 2016
Contents
From ACEC to You
Market Watch
Legislative Action
Engineering and Cyberdefense
Passing the Baton
Look Beyond the Premium
Turning Up the Power
Secure Defense
Lighting a Spark
Navigating a Challenging Terrain
2016 Fall Conference Preview
Guest Column
Mergers and Acquisitions
Guest Column
Members in the News
Business Insights
Engineering Inc. - July/August 2016
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