This is where the $’s are saved!

Different interventions for each cut on all ten touchstones.

Examples of interventions:

Top Management
Diagnosis: For Top Management tolerance is a two way street fraught with danger. They believe what they do is not tolerated and they find it difficult to tolerate some of what is happening throughout the organisation. For two way loyalty this makes it a difficult situation to operate in.

Recommendations:
Establish tolerance

  • Differentiate between deliberate mistakes intended to harm the organisation, and mistakes done in good faith;
  • Assist people to devise corrective actions to rectify mistakes (do and supply problem solving and innovation courses);
  • Determine the exact causes of mistakes. If a mistake was caused by a lack of knowledge or skills, devise a corrective training to prevent the mistake from recurring. If it was caused by negligence, investigate the wrongdoer’s attitude and devise attitudinal improvement actions accordingly;
  • Never punish people twice for the same mistake;
  • If a person rectified a mistake to everyone’s satisfaction, ensure that the mistake is not recalled during merit or performance appraisal assessments;
  • Create, and maintain a culture in the organisation where the causes and effects of mistakes are shared with everyone with the aim to develop preventative actions.

Service Delivery
Diagnosis: Bad relationships make for limited loyalty. Limited loyalty impedes productivity in the engine room of the organisation.

Recommendations:
Improve relationships

  • Getting clarity on strategic intent;
  • Getting buy in on strategic intent;
  • Getting clarity and buy in on organisational structure;
  • Alignment workshops are essential;
  • Clear goal setting must be a priority.

Middle Management
Diagnosis: Middle Management is the glue between Top Management and Frontline in relationship building and building loyalty. They feel themselves inadequate in this regard.

Recommendations:
Improve relationships

  • Promote honesty (work with the ground truths now available not the reported truths);
  • Put people first (they are the ones that will do the job);
  • Pay visits to other similar organisations and see what works for them;
  • Communication up and down should not differ;
  • No favoritism;
  • Everyone should be aware of the existing communication protocols.

Corporate Services
Diagnosis: This group believes that they are delivering on what they have to do, and they have no desire to innovate and do things better or differently. If this can be changed, loyalty will improve.

Recommendations:
Get enthusiasm for stretch targets

  • Keep up with technology;
  • Regularly send employees on courses to upgrade and renew their functional skills;
  • Institute a suggestion system where employees are simply rewarded for their creative suggestions on how to improve organisational performance;
  • Reward all innovations;
  • Encourage innovation, creativity and problem solving. Hold monthly workshops where employees present and demonstrate their ideas to top management;
  • Allow clients to interface directly with high performing employees, especially if the client wants to express gratitude;
  • Involve employees, who will use new equipment, in the equipment acquisition process;
  • Include employees from all levels in the organisation on project teams.
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