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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