Poor Timing

Timing our actions to address deficiencies as soon as they are perceived is more effective than waiting until we think a problem exists.  The difficulty is in the perceptions of those that lead, including our leadership of our own lives.

Today, I had an executive “help” me with the backlog we have in inspection.  This “help” is the direct result of a higher level executive being confronted with the recent facts.  The inspection group for my business area has some items languishing for over 20 days when the goal for the average is seven days.  We also have to pay our suppliers as quick as possible.  For the past few years we’ve met our goal despite having items that age 20, 30 and even 40 days.  It’s all in how the averages are calculated and managing those items outside the bell curve.  However in this situation, we recently experienced a significant financial set back in the loss of a very big contract.  Naturally, the sensitivity to efficiency and effectiveness is amped up.

The thing is, our inspection group has worked through more than half of the backlog without assistance even though some items languish.  What’s interesting is  we were applying additional resources three weeks prior to address the situation when our backlog was huge and were told to stop as those resources cost more than the normal inspectors.  Comparing the potential cost of the engineers who are paid more than inspectors inspecting three weeks ago with the cost of high level executives and all the accounting personnel raising flags, which is more effective and efficient?  A quick back of the napkin calculation shows the higher paid engineers applied as a proactive solution would have cost less.  Furthermore, the levels of stress were increased in the reactive approach.

The timing of dealing with issues and problems directly impacts our effectiveness and efficiency.  If we address issues before they become problems we reduce the stress in our systems.   Being reactive is a form of procrastination.  Obviously, we can not address all the issues that come up in our lives.  However, we can focus on critical manageable things and drive our effectiveness up.  The key is knowing what’s critical.

The same holds true for managing the business of you.  When we are proactive, we are more effective, efficient and just get more done.  So when faced with the issues that arise on a daily basis, we have to determine what’s critical and act.  Simply said, but it’s not the easiest thing to do at first.  After taking the approach many, many times, it becomes easier.

So, let’s work out our proactive-ness muscles and act in lieu of reacting.

missile inspection
Inspection when done at the right time can prevent problems

4 thoughts on “Poor Timing

  1. Great post! Yes, knowing what it’s important/critical on our daily lives is essential. That’s why people complain always they don’t have time, and that it’s because they don’t know how to prioritize; and they procrastinate those issues that really matter.
    For example, I have a full time job but I’m also writing my first novel on the evenings. It took me a long time to get to this state where writing has become important and I do it everyday no matter what. I used to be consumed by the daily routine, work, house chores and any other activities that made me procrastinate writing. Now, I’ve ordered my priorities, and discovered the essential difference among being effective and efficient. I used to be effective, doing hundreds of things at the same time, but without any real results in any of them. I want to believe that I’m now more effective, I pick up the important things, give them my entire “proactive” not “reactive” attention and aim to finish the activities that will lead me to my goals.

    Like

    1. You exemplify what managing the business of you is about. You’re doing what is important to you while still meeting the needs of your particular situation. I find that there’s a definite sense of daily satisfaction as well as a longer term well being that emerges from effectively and efficiently doing what’s important to us. Thank you for your comment.

      Liked by 1 person

  2. Of course the last to know are the folks in charge. If we really were lean and mean, the folks in charge may have done the work themselves, as an example of taking charge.
    Alas this work is beneath their pay scale, a monkey could do any of this, thus we must need more training.
    Management will do anything to pass the buck…and shield responsibility from themselves.
    This is why I am minding the business of me, I can’t afford to have out of touch management
    minding my business.

    Liked by 1 person

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