EP50: 4 Steps You Must Follow to Avoid the Disastrous Drama Generating New Hire: Plan

DTD Episode 50 Show Notes

4 Steps You Must Follow to Avoid the Disastrous Drama Generating New Hire: Plan 

Click to download the Show Notes for Defeat the Drama Podcast Episode 50

  • planPlan for the Interview
  • Sourcing
  • Sifting
  • Choose

Plan:

Determine Required Skills

Mandatory Skills – Required by State or Federal Regulations

Require Special Schooling or Training

Can not be easily taught on the job

Separate Nice to Haves and Must Haves – Some things you can not teach

You Can’t Teach:

  • Passion for your Mission
  • Heart for Great Service
  • Team Player
  • Loyalty
  • Attention to Detail

Determine Desired Behaviors/Performance Skills

Keep in mind that these may be harder to train than skills!

Examples include: Customer Oriented, Takes initiative, Creative

Behavioral Based Interviewing: Based on the assumption that past behavior is the best predictor of future behavior.

It’s Like a Crystal Ball

Behavioral Based Interviewing Questions:

  • What was the situation?
  • What did you do?
  • What was the outcome?
  • Clarify the specific role

–      Initiate?
–      Participate?
–      Follow Directions?

Submit your Drama Question at the below link…
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EP49: 3 Common Barriers to Team Productivity & Great Service

Defeat the Drama Episode 49 Show Notes

3 Common Barriers to Team Productivity & Great Service

Click to download the Show Notes for Defeat the Drama Podcast Episode 49

  • nobarriersUnintended Outcomes
    • Competing Objectives
    • Positive Change in One Area Creates
      Chaos or No Change Elsewhere
  • Ineffective Reporting Relationships
    • Don’t know Who
    • Or Report to Too Many
    • Complex Dotted Lines
    • No Direct Reporting to the Person Assigning Work
  • Resources
    • People KSAP’s
    • Time
    • Tools, Equipment

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EP48: Common Consequences You Might Suffer if you Fail to Hold Your Team Accountable

Defeat the Drama Episode 48 Show Notes

Common Consequences You Might Suffer if you Fail to Hold Your Team Accountable

Click to download the Show Notes for Defeat the Drama Podcast Episode 48

burnout

  • Lost Productivity
  • Resentments
  • Overwhelm
  • Burnout
  • Increased Liability
  • Sabotage
  • Decreased Customer Service 

Other Related Episodes to Listen to if You Haven’t Already

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EP47: Choose Your Words Wisely! Do They Make You Wig Out?

Defeat the Drama Episode 47 Show Notes

Choose Your Words Wisely! Do They Make You Wig Out?

Click to download the Show Notes for Defeat the Drama Podcast Episode 47

WordsThe words we use can be powerful. They can ignite emotion not only in us but also in others.

This can be a good thing but at times can work against us!

Through the course of your day you have one experience after another. Some experiences are significant and some not so much. In actuality, much of what we experience is pretty mundane. We travel to work, meet with co-workers, grab a beverage, answer emails, participate in meetings, complete assignments………

We are the ones who give context to our experiences by creating stories that either elevate the

The words you use in a conversation are very important. But, have you ever stopped to think about how important the words are you say to yourself?

Years ago I worked with a client who was constantly frustrated and often felt unheard. She did have a very trying and important job that required her to advocate for clients who needed community services to function. She was passionate about her work and fought hard to commandeer every possible resource. When told no or not now she would get very aggressive.

One day during a coaching session she began describing a recent interaction she’d had with a representative from an agency she often dealt with. The two had reached an impasse as the agency communicated that they were unable to meet my client’s request fully. They could provide much of what she asked for just not all.

As she told the story her agitation increased. As she reached the crescendo she proclaimed,

“It was such an injustice!”

The use of this word caused me to pause. I stopped her. Can I ask you, I said, if this REALLY was an “injustice”?

It might be unfortunate, it might be inconvenient for your client. It does sound, however, like this agency was able to provide at least 85% of what you asked for. Is that correct?

She affirmed that this was true.

Then, can I ask you to take a moment and do some reality checking. Is that word REALLY appropriate for this incident?

As she thought about it she had to admit that it was not really an injustice. It was something much more tame.

As we continued on with the conversation I asked her to think about the number of times per month, week, even day she was using that term.

She kind of winced as she came to the realization that she was using it almost daily.

At times a word can lose some of it’s significance when it is overused. The term awesome, for instance, used to be reserved for only the most magnificent of sights. As a society, I think we’ve minimized it’s meaning to the point where it can now be heard referring to even the most mundane.

In other instances, the word is used often but does not diminish in significance. For this client that was the case with her use of the word injustice.

Stop and think for a moment about that word. An injustice gives a huge call to action. You get visions of going to battle to fix a wrong, conjures up images of malicious intent that must be corrected.

As she dubbed all of these interactions as injustices she was becoming like a soldier going into battle.

No wonder she rarely felt heard! She was doing verbal battle almost daily!

Where are you using words that ignite emotion bigger than required? Choose your words wisely!

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EP46: My Boss Complains About Other Departments; What Can I Do?

DTD Episode 46 Show Notes

Defeat YOUR Drama:
My Boss is Constantly Complaining About Other Departments

Elizabeth from the U.S.

 Click to download the Show Notes for Defeat YOUR Drama Podcast Episode 46

DefeatYourDrama
If you’d like me to share customized strategies for your drama situation go to my website http://podcast.defeatthedrama.com/defeat-your-drama. You can type or record your message. Use your real name or an alias for anonymity. Note that recorded or written messages may be used on the podcast.

Elizabeth Writes:

Can you offer advice for dealing with a boss who likes to complain about people in other departments? We often meet with people in another department for joint projects and updates. And after each meeting my boss likes to deconstruct what various people said, point out their mistakes, and generally complain about having to work with them. To be honest, my boss is often correct (I mean, no one is perfect) but hearing her berate these people time after time is a big downer. Plus, I actually enjoy working with some of these people. I feel trapped, like if I don’t join her or if I try to defend them, she’ll think I’m not a team player. But then when I do nothing or agree I feel two-faced. It’s one thing when a coworker demonstrates this behavior, but it’s another when it’s your supervisor. Help!

Elizabeth, so sorry to hear about your struggles. Let’s get you some customized solutions.

As always, In the Defeat Your Drama segments, I will provide solutions based on the information provided. I will obviously not have full details so will provide customized strategies based on what you share. Always consider your own specific circumstances before taking any action. These are suggestions not guarantees.

Elizabeth, I would agree, it always is a tougher situation when it’s a boss or other higher level employee. There are still some strategies that you can try. I hope for your sake that the negativity and lack of teamwork exhibited by your boss is not a reflection of the culture of the organization. That’s an even tougher spot to be in! I will assume that your boss creates this on her own.

#1 Reality Check

I always instruct my clients to reality check their beliefs. You say you feel concerned that if you don’t join in your boss will feel like you are not a team player. Has your boss given you reason to feel this way? In other words, is this a personal worry or assumption that has you feeling obligated to participate? Or is there evidence in anything that she’s said or done that indicates she would, in fact, decide that you are not a team player if you don’t join in on her complaint bandwagon?

I don’t know what the answer is so I’m truly asking to get you thinking. We often make decisions based on false beliefs or assumptions.   The goal is always to base decisions and actions on fact as much as possible. I want you to get clear about which it is for you.

If it’s just a guilt feeling and not a fact then you have a bit more leeway with your response. If, however, there is evidence to support that she might think negatively of your job performance if you speak up, that will minimize your available responses.

In the absence of fact and for purposes of providing you some customized solutions, I will assume that she has not done anything overt to demonstrate that you would be seen in a negative light by failing to participate in her complaints

#2 Evaluate Her Openness to Receiving Feedback From You

Three variables will determine the level of response I would recommend. I am providing 3 differing levels of response below, each with a more overt communication about your desires to be positive about your co-workers.

Respond Based on these 3 Variables:

  • Your relationship with your boss and how open and honest you’ve been in the past
  • Her willingness to receive constructive feedback, engage in self awareness
  • Her perceived level of desire to respond to constructive feedback with new and improved actions.

If the relationship has been open and honest for years, she’s been open to receiving feedback in the past and is always all about growth and being better then you could probably go right to option 3 that I’ll outline in a minute. If, however, she tends to react defensively to feedback or contrary perspectives then you will probably want to stick to the more subtle approach of option 1.

And in all instances, of course, have the conversation privately and at a time that is good for both of you.

#3 Play it Like a Game

The goal is to react without emotion. You don’t want to lead with frustration. I often recommend “playing it like a game.” Just decide that you want to see what you can make happen. Regardless of the level of response you choose, I recommend you come from a place of, I’m just lobbing this out there. If you are too attached to achieving a specific outcome after just one conversation you will probably bring some extra emotional oomph to the conversation. When you bring that oomph the person you are speaking with feels more pressure and is, thus, more likely to put up defenses. Defenses make it less likely that you will be heard.

#4 Choose Your Response

Level One: Model the Behavior You’d like to See her Exhibit

As she speaks negatively about the other people or departments you could have some phrases and examples ready.

You know what I really appreciate about the team in department X……..

I loved that So and So communicated this. I feel like it really moved the process forward.

You can acknowledge any valid challenges she brings up. And then describe them in a way that asserts that they are challenges not barriers. Emphasize that these challenges often arise in a newly forming committee or work group so are just a part of the process. Share your feeling that as everyone moves forward with the common goals in mind those challenges should fall away . Or offer suggestions for how to work through or around the challenges. Identify ways that you can assist in helping the teams work well together.

Level 2: Model a Positive Focus and Also State Your Strategy

Utilize the strategy above but in addition add share your goal of staying positive at work or of focusing on the positive in your work interactions. So, you’re just sharing your own personal philosophies. Not making any recommendations for her. Just sharing how you think.

Level 3: Provide Constructive Feedback and a Recommendation

Have an assertive conversation and use the following model.   Take her aside as a friend and confidant. Ask her permission to share some ideas from your perspective. When I coach leaders I often suggest that they just try the new perspective on for size. It’s a smaller request than listen to me and adopt all of my ideas now. And it feels less like you are telling someone what to do. You are just asking them to see things from a different perspective and then reach their own conclusions. Share how it feels when she bad mouth’s other departments. You will pull elements from the strategies above, sharing your own personal philosophies and some of the positive things you see within the teams.

You might want to consider using the tried and true communication formula:

When You_______

I Feel__________

Can You Please_______________

#5 View it as a Journey

If her reaction to your initial conversation is not what you’d like, avoid frustration. That first conversation isn’t the end point. You have embarked on a journey.   You can continue to hold on to your vision of a more positive boss and plan to further your conversation over time. Commit to modeling your positive perspective. She might be one of those people who changes slowly over time or has to hear a different perspective multiple times.   Just keep telling yourself, “let’s see what the next interaction brings.”

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http://podcast.defeatthedrama.com/defeat-your-drama

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EP45: Your Leadership Balancing Act

DTD Episode 45 Show Notes
Your Leadership Balancing Act

 Click to download the Show Notes for Defeat YOUR Drama Podcast Episode 45

Leadership buildingAs I work with clients to create a formula to eliminate drama in their workplace I get to see the impact of varying leadership styles

As I look back over a 20 plus years I have reached a conclusion: the drama happens when leaders are too far in either direction along the spectrum of leadership strategies.

And I now know for certain: Leadership is the Greatest Balancing Act!

Where do you fall along the spectrum?

I’ve worked with leaders who provide no instruction for how to conduct work leaving everyone to scramble as they design work and coordinate efforts on the fly. Others are micromanagers, dictating every action and leaving no room for creative problem solving or the design of a new path towards a pre-determined end goal. The business is limited by the perspectives, ideas, background, insights, and experiences of the leader or business owner alone

I’ve seen leaders communicate everything and communicate nothing. Communicate too much and you have an uneasy team reacting to the whims of what ultimately is a passing thought or idea. Communicate too little and employees are operating in the dark, unaware of how their roles help to meet the current mission, with no view of future plans and how roles fit together. Employees cope by creating assumptions to fill in the blanks where facts should live. And, as I’ve stated many times in other episodes, our assumptions are rarely filled with sunshine and butterflies. For some reason most humans tend towards fearful assumptions of doom and gloom when they are kept in the dark.

I’ve seen everything from collaborative leadership styles where they’ve reserved no decision to the full discretion of the business owner to dictatorships where there is zero opportunity for input. At one extreme is a team too rich with power and influence, at the other is a business that moves at a snail’s pace as employees sit motionless waiting for the specific direction of a leader for even the smallest initiative.

I’ve seen everything from the leader who designed processes with intention and expected they be followed without error and regardless of logic with no opportunity for change to the disorganized team that creates process on the fly

I’ve been witness to effects of the tyrant who disciplines employees for every misstep. The resulting culture generates a team of employees walking on eggshells, hiding mistakes and engaging in duck and cover to just get through the day. On the flip side are the leaders who fear holding employees accountable for even basic standards of work and instead spend their days cleaning up messes and making sense of chaos.

I’ve helped leaders who feel any kind of acknowledgement or show of gratitude is overkill; after all, their employees are receiving a paycheck. And I’ve helped others pull back on the reigns when thank you’s were on overdrive. Their praise was reminiscent of my years potty training toddlers. After a certain age we should get kudos for going above and beyond and not for completing the most basic task.

In every instance it was movement towards the middle that created harmony and productivity in the organizations I serve.

I’ve edged them towards that middle with a caution to avoid swinging the pendulum too far to the other side. It tends to be a part of the process, however. It’s difficult to land square on the mark. That central balance point is a goal to shoot towards not a place to live 100%. Perfection is rarely, if ever, achievable.

I ask you to take a moment and evaluate your leadership style? Where do you fall on the spectrum of leadership strategies for communication, acknowledgement, accountability, autonomy, structure, training and more. The land of no drama exists in that illusive area of communicate but not too much, discipline but not too harsh, empower them but not all the way….

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EP44: Does Your Team Even Like Puzzles?

DTD Episode 44 Show Notes
Does Your Team Even Like Puzzles?

 Click to download the Show Notes for Defeat YOUR Drama Podcast Episode 44

puzzleRecently I was working with a client and we got talking about puzzles, believe it or not!  We were discussing how he likes to work.  He said he likes to have a clear endpoint for a project but the opportunity to be creative in how he gets there.  He likes his work to be like a puzzle.  It was such a great analogy!  I asked if I could use it in this episode.

When you work on a puzzle you know what the goal is.  You have a clear vision of what the end product should be:

  • It must resemble the picture on the box.
  • There should be no blank spaces.
  • Each puzzle piece must have a home.

So, there is only one specific outcome but there are a million different ways to get there.

Some people use the box cover as a road map working on one section at a time.  Others separate out the border pieces first to start with the frame and work their way in.  Still others focus on only the shapes and have a real knack for visualizing which piece fits where based on their spatial relation skills alone.

I think that it would be tough to argue that any one way is better, more efficient or enjoyable than any other, though true puzzle enthusiasts might like to wage a debate.

It really made me think about the different ways I could create the analogy to describe how my new clients lead.

Have you ever done a puzzle with someone standing over your shoulder giving you unsolicited pointers?  It can get very annoying as they constantly point out which pieces go where.  You end up losing your concentration, dropping the piece you were focusing on to work on the one they prefer.

It reduces enjoyment, takes away the personal sense of accomplishment and probably makes the puzzle-making process less efficient.

How about trying to put together a complicated puzzle without the aid of the picture on the box cover?

When you can’t visualize the end point it is much more difficult to get there.

What about working on 4 or 5 puzzles at once all from one pile of pieces?

There are so many outcomes and different resources that need to be deciphered and allocated all at once that it becomes confusing and overwhelming.

Have you ever gotten to the end of the hard work of completing the puzzle only to find that you have one or two missing pieces and you are unable to complete the job?

If you are missing resources you can’t complete the task.

Do you like putting together puzzles?   I am not wired well for sitting still and gleaning the assortment of pieces with patience.  If you were in the puzzle-making business you would not want me in your employ.

Do you have team members who are not wired for the work they must do for you?

Which of the above best illustrates your business?

  • Are you standing over their shoulders?
  • Not providing a clear vision of the end goal?
  • Is your team working on too many goals at once?
  • Are they lacking necessary resources required to achieve their goals?
  • Do you have team members who don’t like the work?

To lead your team well you must create the vision that is as clear as the beautiful picture on the box, assure that all of the pieces are there and that there is a clean surface to work on, assure you have the right people and then let your team go to it!

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EP43: Simple Strategies to Eliminate Guilt in a Healthy Way

DTD Episode 42 Show Notes

Simple Strategies to Eliminate Guilt in a Healthy Way

Click to download the Show Notes for Defeat YOUR Drama Podcast Episode 42


As I’ve said before in other podcast episodes, emotions are powerful and provide us with important information but emotions are not fact and not all of them serve us in our quest for success.

I’ve been witness to the misguided power of guilt too many times. And guilt definitely breeds drama! Whether the guilt is there because we’ve invited it in ourselves or it’s placed there by a disappointed coworker or loved one the power of guilt can be palpable and doesn’t necessarily move us in the correct direction.

Guilt can move us away from our goals and priorities as we seek to avoid it

Steps to Eliminating Guilt in a Healthy Way

  1. Did You bring it on or has it been placed there?

If you you’ve invited the emotion is it valid? We invite guilt in when we feel there is something we should be doing that we aren’t. Or, when we are doing things we know we shouldn’t. This can be keeping a promise to ourselves or others. The “should’s or shouldn’ts are key sources of self-induced feelings of guilt. I should exercise, I should spend more time on X.   I shouldn’t have reacted in anger. I shouldn’t have said the things I said. The existence of guilt does not mean that you must take action, however. Sometimes the guilt enters as a result of unrealistic expectations placed on us by ourselves or others.

If you feel guilt do some reality checking. Are you failing to follow through on a commitment you’ve made? Is the way you are spending your time mis-aligned with how you intend to prioritize your life? Are you lying or doing anything else that moves you away from good integrity? Have you acted out in anger when you shouldn’t have or responded with defensiveness when it was unwarranted? Are you trying to ignite guilt in others to manipulate them towards an outcome that serves you?

If you feel guilt and it is valid then what is the action you will take to correct? I should be directly aligned with the guilt-inducing behavior. Do what you committed to, live with integrity, keep your priorities.

If you are focusing on some areas of personal growth and are making some progress I encourage you to avoid guilt and instead give yourself grace. Now, I’m not suggesting that you let yourself off the hook altogether. However, too many of my clients forget to celebrate the progress they’ve made and instead choose to beat themselves up when they are not perfect. Guilt under these circumstances assures that you will miss the opportunity to celebrate your movement forward and can cause you to back slide. You can begin to feel discouraged. For instance, when a leader is working on being less of a micromanager. They delegate a few things but end up doing some work that should have been passed on to others. They begin to think,  “I’ll never get there. I might as well quit trying.” More often than not the reality is that they took two big steps in the right direction but haven’t fully arrived. And that’s okay! It would be great if we could click our fingers and arrive at perfection immediately. It’s just not realistic. So, if you are making efforts to improving but just aren’t’ there yet don’t pave your path with guilt. It’s a much tougher road to travel.

I am not asking you to excuse away or justify to avoid guilt. I am saying get real and celebrate where you can to build momentum towards your goals.

2. Has the guilt been inserted by another person?

In this circumstance you must do some reality checking as well. Having another person feel disappointed, angry or frustrated with you does not automatically require you to take action to help them avoid their reaction. There are definitely times when you must release and allow someone to have his or her own reaction to a situation. You can’t always fix it for them to help them avoid the feeling. Helping other people avoid their negative emotions is people pleasing.

I’m not saying you should never respond but you need to make sure that he or she is not trying to manipulate you by placing guilt on you. Them pushing guilt towards you does not obligate you to take the guilt on and does not require you to take action that will alleviate their negative feelings.

But, it is important to do some reality checking. Relationships are about negotiation, give and take. Living guilt free doesn’t mean you get to discount other people’s desires or needs altogether.

Here are some places to look to see if you should respond to a request: Is the disappointment, frustration or anger they feel valid?

Did you make a promise you are not following through on?

Whether it’s a specific commitment to complete a task by a certain date or a more general promise to prioritize your time around a person – you may need to modify if their negative feelings area a result of your failure to follow through on a commitment.

For additional strategies to help you keep your word listen to Episode 39: To what Do You Commit? 6 Surefire Strategies to Help You Keep Your Word http://goo.gl/O6lsGX

Is their concern valid? If so then what action will you take?

If their feelings are not valid it might be time to set a healthy boundary with the individual who has tried to place the guilt there and then release and allow them to have their own experience. Leave some room for negotiation. Is there an alternate request that is reasonable to respond to? Releasing guilt is not about becoming a dictator. It is about creating healthy relationships with yourself and others.

Submit your Drama Question at the below link…
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EP42: Defining Your Unique Keys to Great Customer Service

DTD Episode 42 Show Notes

Defining Your Unique Keys to Great Customer Service

Click to download the Show Notes for Defeat YOUR Drama Podcast Episode 42

serviceWhat makes a great service experience?  Some elements will be the same across industries; other variables will be unique to your business.  Do you want a fun, energetic feel or a detailed, highly professional vibe?

It’s important to be intentional about the experience you want to create.  Knowing for sure will help you focus your team.

Begin by thinking about the kinds of experiences you’ve had as a customer.  What makes an experience good and what makes it a nightmare?  Consider doing this exercise with your time.  Have each person describe good and bad experiences they’ve had and then identify the key elements that made them great or frustrating.

Then it’s time to get specific about your business.

What Products/Services Do You Provide?

  • Product
  • Service
  • Or Both

Even if you sell a product there are still elements of service happening at specific points.  Where are those service points?  Each of these is an opportunity to differentiate yourself from your competition.

You might sell houses but they are working with you for the relationship and service

You might sell food but they won’t come back if the server isn’t pleasant and food arrives cold.

Then get specific about the following:

  • What Should it Feel Like to do Business with You?
  • Achieving this Experiences Requires what Personalities Traits and What Actions from Your Team.

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EP41: I’ve Recommended Better Processes But Leaders Won’t Implement Them

DTD Episode 41 Show Notes Defeat YOUR Drama:

I’ve Recommended Better Processes but Leaders Won’t Implement Them 

Click to download the Show Notes for Defeat YOUR Drama Podcast Episode 41

If you’d like me to share customized strategies for your drama situation go to my website http://podcast.defeatthedrama.com/defeat-your-drama/. You can type or record your message. Use your real name or an alias for anonymity. Note that recorded or written messages may be used on the podcast.

DefeatYourDramaJen from Fort Worth, TX:

I work in purchasing and previously worked in Customer Service where we made enhancements that saved time and money. In my transition, it was very clear we had broken systems and areas where we are very inefficient. I have submitted process improvement recommendations several times but they go through an approval process where I am not part of that discussion. (Leadership team) It takes some money to fix the issues. Our leadership team worried about hard cost savings but not savings where it’s difficult to justify/capture. But at the same time, they are having everyone manually handle tactical issues and being inefficient. Help 🙂

Jen, so sorry to hear about your struggles. Let’s get you some customized solutions. I am an efficiency junky so I understand your desire to improve your work processes and systems!

As always, In the Defeat Your Drama segments, I will provide solutions based on the information provided. I will obviously not have full details so will provide customized strategies based on what you share. Always consider your own specific circumstances before taking any action. These are suggestions not guarantees.

#1 Generate Some Creative Calculations

It sounds like your company is very interested in attaching dollars and cents to their decisions. There are times when, as you say, it is more difficult to capture the true savings. You’ll still want to make a business case for improving the processes so think creatively about other calculations you can generate that would illustrate the need for improved efficiency. For instance, you mention all of the manual tasks. How about calculating the money they are spending on the additional time required for these manual tasks? Use an average wage and multiply by the additional minutes or hours per person per day. If they just look at salaries as fixed costs per day they may miss this. There isn’t actually a cost savings it’s just a way of thinking about how they are spending their compensation dollars. Are ineffective processes the best use of those dollars? As an example, I often have clients calculate the cost of ineffective meetings. Tallying time spent for the wages in the room generates some eye opening results! This concept is the same. Not a cost savings just better utilization of dollars spent.

What else could be done with the captured time? Perhaps there are some revenue generating activities that have been put on hold because there is a lack of time. Multiply the revenue that could be generated by focusing those compensation expenditures on those activities instead.

You get the picture. Just think outside the box and find alternate ways to calculate costs and lost revenues to make the expenditure on new systems more enticing.

#2 Emphasize Your Unique Perspective

It sounds like the fact that you have worked in both customer service and purchasing has helped you have a unique perspective on the flow of work inside the organization. You are perhaps able to identify additional opportunities for improvement.

You don’t say how you are sharing your ideas now. You need a strong advocate. Is there someone on the leadership team you could speak with individually to explain your unique perspective? Share with them that you would like to utilize this perspective to benefit the organization as a whole. Give he or she a couple of examples you’ve identified.

Perhaps between your unique perspective and your creative calculations they would allow you to make a presentation to the leadership team yourself. You could then answer questions and connect with them around the topic. The focus would be on your enthusiasm and desire to improve efficiency and profits.

#3 Focus on What’s in Your Control

When faced with a frustration I always have clients figure out what is in their control and what isn’t. Find creative ways to solve the problems from a direction that’s in your control. Let go of the rest. So, you will try these techniques for being heard. You will create a business case for the improvements. You will see if you are able to present your ideas yourself. If that doesn’t work is there anything else in your control? At a minimum, you control your reaction to the ineffective processes and manual tasks. Being frustrated by them doesn’t help the situation it just zaps your energy. So, you can be frustrated or accept what is true about the tasks you must do. Either way they are there for the time being.

If you stopped focusing on the inefficiency would you be able to find more satisfaction at work? The goal is to make what is currently frustrating you as palatable as possible. If they won’t change the processes you have to live with them or move on. For your own sanity, avoid the feeling of frustration that arises from something you cannot change.

Submit your Drama Question at the below link…
http://podcast.defeatthedrama.com/defeat-your-drama

If you enjoyed this episode, I would really appreciate a review on iTunes and Stitcher