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Comparing serious business with a bowling game, Paul Levesque describes 4 different simple approaches taking as an example a Donut Shop of how to set up a challenge at work by defining clear rules where, keeping a mechanism for immediate feedback motivation and showing us the satisfaction of a win for all.
Creating a challenging environment can ensure a positive, productive, innovative organizational climate, as long as it is follow by employee recognition.
REVIEW OF THE ARTICLE: Creating a Turbo-Charged Work Force By Paul Levesque | November 13, 2007
The busiest Dunkin' Donuts store in the world, located in Boston, Massachusetts, where they serve around 3,000 cups of coffee per day.
Amy MaCaul, who works at the front counter says that her job "its fun. it's busy, time goes by fast, and you’re always doing something." While Tracy Brown, who works in the drive-through section describes that time goes by fast, because she deals with millions and millions of customers every day.“
If we ask any employee who does not like his job, answer number one usually includes the words "boring," "repetitious" and "pointless.“
Many bowlers can’t wait to get our out of their “boring jobs” to come and play this game.
Would be more fun if the pins were closer, and therefore easier to knock down. The answer is no, because everyone understands that “it's precisely the challenge of attempting something difficult that gives structured play activities like bowling their basic appeal .”
A lot of people believe that after a layoff, the less said about it the better. Everyone will just forget and move on. But the truth is, surviving employees will talk about what's happened whether the management team does or doesn't.
Planning downsizing can be an organizational lifesaver, but when layoffs are used repeatedly without a thoughtful strategy, downsizing can destroy an organization's effectiveness.
3. - As a manager, it is most important to reassure the people their value to the organization. We need to talk with each of them individually to let them know why and how they are valued; tell them what we feel they contribute to our effective, continuously improving work environment.
4. - Re-look at the goals and resolutions set for the remaining of the year. Managers will have to make certain that daily tasks are focused, on tasks that support the accomplishment of the most important goals.
Some layoff survivors may be worried that they don’t have the knowledge and skills necessary to do their new or expanded jobs:
This is an excellent time for a career development discussion with each of the employees. We have to identify the additional training, resources and support they feel they need, and provide it to them.
Our HR department will also have to encourage managers to help each individual feel as if the skills they have or are obtaining will make them highly marketable so they experience self-security and high self-esteem through a career coaching.
Our goal is to help people feel confident that they have the capacity to contribute, to grow and develop, and to master the changed work environment, redefining the rolls and getting the best leverage out those jobs, and most important, helping them understand their strings, developing areas and attributes that they can bring to the company, always identifying the right person for the right roll at the right time.