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How do I get more weight in suggestions

By deanl ·
How do I get more weight in my suggestions for improvements to management?

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need more info

by road-dog In reply to How do I get more weight ...

Are you a manager seeking more insightful suggestions from your department?

Are you an employee seeking ways to produce changes in management via suggestions? If so, put up a sample of your suggestions and let us critique it.

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Understand decision making process

by James R Linn In reply to How do I get more weight ...

When you make suggestions, you have to understand what the person evaluating the suggestion needs to know in order to decide on whether to act on the suggestion or not.

The more information you provide the better. So the questions the evaulator will ask them self are:

What is the cost of doing this?(Both $ and labour)
What is the benefit?( with #s like cost savings, hours savings etc.)
What are the risks?
What are the next steps?

If you answer these questions for the evaluator, you will find that your suggestions will go farther.

James

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Agree with Road-Dog

by SheilaU In reply to How do I get more weight ...

I'm guessing that you mean "How can I get management to take my suggestions for improvement seriously", but don't want to assume....

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Manage Your Manager

by raymondrhyno In reply to How do I get more weight ...

Managers input into the direction of an organization, but controlled by Budgets. Sometimes Manager's choose to work for a company that they have no control or input into decisions or budget. This is a puppet Manager - in todays world there are a great deal of puppet Managers.

Puppet Managers follow the absolute direct of Senior Management and input means termination. This type Manager you can see a mile away because they are hired because of some sort of previous Military training.... follow the mentality of from higher rank Managers and carry that direction to thier staff, but input nothing. If you work for this type of Manager you should find another job because that's the direction of the senior management running the organization. Remember they hired that Manager and know that persons background.

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Military Puppet Managers!

by FluxIt In reply to Manage Your Manager

I scoff at that. I serve in Naval Air. I have never been a puppet manager having run divisions of 172 people and signature authority on 70 million dollar aircraft.

I have regulations and policy I need to follow or people die when a plane crashesbut never a puppet manager.

Have you seen Crimison Tide where two sub commanders fight over launching a missile? The Navy is designed for that in many instances to prevent mistakes from happening. I for one am glad that we do NOT have puppet managers in charge of launching ballistic missiles.

In my professional experience which spans 20+ yrs I have seen some of the poorest decision making in the civilian world from people who have no military experience or have never been challenged in life. They live in thier hole and spew liberal democrap vomit all day long. IT MAKES ME SICK.

A Naval service member as a 3rd Class Petty Officer has more responsibility than a manager in a large department store. This young eighteen year may man upa damage control, lead a line handling team that has officers on it, make decisions to move multi-million dollar aircraft, have a dozen or so people who report to him and more importantly is faced with life and death decisions that impact other people. That 18 yr old is not a puppet manager. He is one of the brightest and most talented people in the United States. He had to pass numerous test and attain tremendous achievements to become a service member.

A volunteer service has the brightest and most loyal war fighters. DO NOT TELL ME THAT MILITARY PEOPLE ARE PUPPET MANAGERS.

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Well said sir

by TomSal In reply to Military Puppet Managers!

Well said!

I'm not in the military, nor was I ever. My reason being was strictly because career-wise I was much more interested in "civilian" opportunities in the job market.

I am a supporter of the US military, a hobbyist at military historyand I have several friends who have served or still serve in three branches of the military (USMC, Army and Coast Guard). Heck my grand father (who died before my birth) served in WWI, WWII and the Korean War.

So I definitely realise and respect what the military is and what they stand for.

All that said, I just want to clear up one misconception about civilians and military people alike.

First - people are people and personalities rarely change - no matter the training, military or otherwise.

There are hardened military people who quite frankly I'd never hire to work in our IT department. The same holds true for non-military (civilians).

To infer a blanket statement that a 20 year military commander could run a business or department better than a civilian business person I find to incorrect.

Everyone's own uniqueness is so much apart of them it never leaves - even under the strain of a military disciplined lifestyle. We've had several ex-military on our payroll from through the years, a couple were outstanding - but couple were quite frankly very poor for the business environment.

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military understanding

by road-dog In reply to Manage Your Manager

Actually the reverse is true. U.S. military command structure is based on allowing commanders at each level of command to lead tactically. Strategy is coordinated at high level. A company commander receives orders to take a hill because ?higher ups?deem it of strategic value. The command structure does not say how to take it, just to take it and by when.

This is not the command structure of ?robots? or puppets. I suspect that Raymond is operating on some preconceived notion.

The difference between Allied ?our way? and Axis ?top down, you?ll be shot for noncompliance? command structures is evident. Inability to of field commanders to make tactical decisions cost the Germans the beach-head, and ultimately the war, on D-day. Two battalions of tanks were kept out of battle because the commander could not get permission to engage from Berlin. This delay several hours gave allied troops time to advance inward from the coast, and to dig in.

As for flexibility, accountability, and honesty of managers, I?ll take an ex- Gunnery Sergeant over a lifelong civilian any day. I find that even when the higher ups send down a bull**it directive, at least he?ll tell you that its bull**it but do it anyway?.

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Recomended reading

by FluxIt In reply to How do I get more weight ...

HOW TO BECOME A CEO.

In business there is what is known as the inter-circle. To be a member you usually have to have close personal ties to the others in the circle.

The problem with other decision makers who get into the inter-circle is thatthey last only about 18 months before the guardsmen runs them out. The guardsmen is a member of the intercircle who maintains the sanctity of the circle. He is usually the one who was opposed to bringing you in.

So decision making and recommendations are difficult as most of these people have agendas of thier own they wish to advance. Learn who these people are, what thier agendas are, and make your recommendations to the one closest to your idea in terms of that person. Your recommendationwill gain weight and you may become recognized.

There are also several other things you need to know. First, do not socialize at work. That is avoid parties, lunches unless a working lunch, and gossip. Second, Always be seen working. Third, arrive early and leave late. Fourth, never travel with the boss. Always travel alone.

There are many others as well. good luck

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Further clarification needed

by sMoRTy71 In reply to Recomended reading

Jim:
I'm not sure that I follow the last 4 rules that you mentioned. Where did those come from? What is the reasoning behind them?

Most of them seem counterintuitive to me. If you could elaborate further I would appreciate it. Thanks.

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Disagree with list of 4

by James R Linn In reply to Recomended reading

The 7 Habits of Highly effective people and my own life experience tell me that to work effectively with people you have to know them better than you know them from strictly business interactions.

This involves going to social functions, lunches(I will agree on the gossip side) etc. And actively talking to them about non-business things. And I've travelled with both the boss and employees, and usually find it a good experience in getting to know them better.

If you are going to work with someone as a team member, you need to know what interests them, what motivates them, what special skills they have(which may only show up in their hobbies). And some of the best managers I've known have told me to have a life outside of work worth living for as it will make me a better employee to have a wider perespective than my employers.

I've gone go-karting on several occasions with my employees, and with former employees, and I'd have to say that its helped build better working relationships, as well as being fun and stress relieving.

I wont disagree totally with arrive early and leave late, although in my own organization, we'd like to think we roecognise each other based on our accomplishements and progress against objectives rather than how many hours we put in. I've seen studies which show that workaholics aren't particularly productive, and that people who dont take vacation (guilty here) lose productivity over time.


I'm not so sure about this paranoid view of an inner circle, and in my org I've probably been on it for 2 and a half years. Though I recognise everyone has agendas, there isn't anything sinister or hidden about it - we tease each other over it. And frankly we are aching to get some good ideas up from the ranks and not quite sure why we dont get more.

James

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