Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32OCTOBER 2016 • FOGHORN 25 BUSINESSMATTERS About the Author Bob Shaw is a veteran industry executive, having led over 100 vessels responsible for over 10 million passengers a year. He can be reached at shawrw@gmail.com. of financials and workflow. After the first few monthly meetings where we align the reports and goals, the balance rightly tips so that the employee does 95 percent of the talking. I use the last five percent to ask clarifying questions and summarize the month, celebrating the good work and giving encourage- ment to push things over the line. I have grown to believe that I should get 90 percent of my paycheck for those couple of days crammed with monthly meetings; they are powerful. Here are some insights and fantastic outcomes I’ve seen: An immediate ability to cascade goals throughout the organization, and instantly assess where everyone is monthly. These meetings turn into a team operation where I invite corporate VPs, plus the teams of my direct supports, to understand each operation. All get trained on our operating ways, key pri- orities, and understand where we are. It puts the GM on the same side of the table as the Director of Sales if things aren’t going well. And they don’t want to show up three months in a row with recurring issues. I’ve had office managers run the city meetings if a GM is on vacation: this works because we are aligned and know what is going on. Starting out, your team will be nervous with a monthly review, but establish it as a collaborative, candid and energetic exercise. They’d groan when I’d say it was my favorite day of the month, but be bursting with ex- citement with good news or a turned around situation. Everyone hates the annual review process, which today is universally a sham and sole redeeming value might be in a legal situation. Annual reviews are a snap to do now: just take the dozen reports to recap, and the person is never surprised as they have been getting monthly feedback. And our cycle time improves immensely as we stay focused. We really use this time to delve into the operating results and rigorously forecast a rolling 60 days out. When you aggregate those on your team who either sand bag or are naturally optimistic, this process can become accurate relatively quickly, build col- lective learning, and impact the future. Don’t forget to summarize the results for yourself. I always write a two pager report (OK it is more with key charts) for my boss about how we are doing. I know that some don’t even read it that month, but it has so much value for self-accountability. Be committed to growing your internal team and promoting from within. And by doing a monthly business review with your team in a Maintenance Management Program Cloud Based - Access from any Device with any browser Maintenance - Inventory - Documentation Intuitive User Interface Flagship Integration Turnkey Setup w w w . W h e e l H o u s e T e c h . c o m - 9 7 8 - 5 6 2 - 5 2 1 1 Foghorn_March_2015.indd 1 2/20/2015 3:43:42 PM HSC CODE ANNEX 10 ISO 9001:2008 The most versatile, safe, and light weight seats are now... disciplined fashion, you’ll get instant team alignment and professional de- velopment, thereby securing your future. n