Running a company is virtually like the inner working pieces of a good-sized machine. There are cogs, wheels and all sorts of things that spin, move or turn while pistons crank up and down. Simultaneously, the distribution of oil keeps the parts from grinding with each other, and eventually stopping from high friction heat. If one part stops working or snags—KABOOM! The machine blows up.
This aspect of working together, or coordination, is a fundamental principle that I have learned from the Hubbard® Management Technology about being an executive.
In a July, 1982 article on administration entitled “Management Coordination” L. Ron Hubbard said the following:
“COORDINATION is the essence of management.
“The word "management" implies there is something and some someones to manage.
“A business or company or organization implies others are present and are engaged in a similar activity. It is a team.
“Any organization, no matter how complex, is bound together by common purposes.
“If the different parts of such an organization are not coordinated, they begin to cross each other"s lines and tangle.
“With such a tangle, one gets no forward progress.”
A key duty of the top executive is to put an organization there and see to it that all the parts of that organization are working together seamlessly to accomplish the purpose of the organization.
In light of that, the above analogy of a machine becomes obvious.
Your company is made up of different types of employees: services, repair/maintenance personnel, office equipment, IT, quality control, sales, marketing, hiring, etc. Each area and person in your business is a working piece of the “machine”, each moving and changing positions, or moving other particles or people within the system. If one goes off in any way it eventually creates that same grinding and blow-up scenario.
So how do we keep the parts coordinated and well-oiled?
One very effective method is to hold short daily production conferences with those concerned to go over the daily targets to be set and met and get in any needed coordination. Also, weekly staff meetings should be held with ALL staff whereby agreements are formulated for the important upcoming week’s functions and production. The importance of teamwork cannot be underestimated.
I"ll cover the basics of how to hold a daily product(ion) conference in a separate article, but here are some suggestions on ways to conduct a weekly staff meeting:
Note again that “COORDINATION” is the key word here and should be your entire purpose and focus for the meetings.
Adding a staff meeting each week will not only bolster production, but may also help your company work and feel more like a team. Team spirit is a good thing!
I hope this helps you reap the many possible benefits of such coordinated efforts.
Feel free to write me. I’d really appreciate hearing how this proves out for you and your group and look forward to your feedback.
Craig Ferreira CEO Survival Strategies, Inc.© Survival Strategies, Inc. All Rights Reserved. Grateful acknowledgement is made to L. Ron Hubbard Library for permission to reproduce selections from the copyrighted works of L. Ron Hubbard.