How do we address the personal, human side of business and leadership with our inherent management expectations of delivering results?
As managers and leaders, our jobs are multifaceted. We play different functions in our interactions with team members. These functions exist on a continuum, ranging from directing to connecting.
Have you been frustrated with annual performance reviews? If so, you are not alone. Many people do not look forward to this annual event, whether on the giving or receiving end!
Traditional annual performance reviews are not effective due to the long time interval between them. Also, they are often not based on specific, job-related performance measurements that have been agreed to upfront with the employee. This results in surprises — many times unpleasant ones.
The job description for today’s average print shop owner reads like a run-on sentence: Manager, bookkeeper, delivery, customer service, occasional pressman, bindery operator, janitor and, if there is any time left over, sales representative.
But it’s that last title that starts the process. Without sales coming in, those other tasks don’t exist. Why then do selling owners use only the remains of the day to do the one thing that matters most? What is holding the selling owner back from stepping into this role and building more business?
Sustainability. It’s a word not often directly associated with printing, but I beg to differ. With SGIA’s Sustainable Business Recognition Award program, we continue to see members taking steps to reduce their environmental impact and increase their sustainable footprints.
This year, we’ve recognized 30 facilities for their sustainability programs, focused on all three pillars: people, profit and planet. I’m sharing a few highlights to not only inspire you to take your first steps, but to show that a sustainable journey does not have to be difficult. In fact, it can start with the simple act of changing your lightbulbs.Read More
In my experience, the key to a successful lean implementation is the total commitment of everyone involved to make it work. All levels of the organization — from operators to senior managers — must be aware of the fundamentals of lean and make their best efforts to practice and improve them daily.Read More