MASC3-KZN
SUMMARY OF WORKSHOP 8–8 MARCH 2011
NEXT CONVERSATION – TUESDAY, 3 MAY 2011: 09h00 – 13h00
PRESENT:Gert NelJohn Keet
Marc GreenAndries van Eck
Vincent JacksonLindie Nell
(NOTE: All the good guys – where are all the bad guys?)
- The following dates have been agreed to for the next 4 conversations:
Some of the issues raised include:
- “I can’t find the right people” - I want to rephrase that statement and state:“You don’t look for the right people, and you don’t take the time to find the right people”, because if you did you would find them.
- How do you identify the right people?
- What criteria do you use to select somebody?
- Another idea to think about: Are people managers today and how do they get the keys?
Next discussion was about an idea for anewprocess around waitrons being graded A, B C.
- After they become an A-grade waitron, theythen become a supervisor, etc.
- You might have an AB grade supervisor only and then they might become a mentor or a team leader, etc. but there’s a career path for them all.
- It cannot just be a given that you become a manager.
- They must earn their stripes, learn the skills, acquire the knowledge and then, only then can they become a manager and a junior one at that.
Managers become a problem after 2 years.
- This is a big question and maybe needs to be approached from a different perspective.
- Why does it take 2 years?
- What happens to them after 2 years?
- There is a sense that people grow through different levels.
- From an ‘I’-level where they’re technically very gifted in a particular job and they manage themselves well.
- Then they move up to a ‘we’-level where they have to work with other people.
- Then up to the next level which means they have to manage other managers.
- At each particular level there are certain skills and competency requirements and maybe one needs to identify these and put together a career path triangle which includes levels and skills.
There were certain frustrations identified in the room ranging from:
- Retrenchments
- Disciplinaries
- Poor performance to poor franchisees and there was cognisance and recognition taken around the fact that they know what to do but they don’t really know how to deal with it.
- Conversations and actions are difficult.
Options and Repertory Grids
Whatever situation you’re in, it’s important that you look at a broad range of options and in this case we took something like a delinquent franchisee and the different options put on the table by yourselves were:
Acceptance of current status Counsel
Re-training Contest or war
Be nice Become a bully
Negotiate Apply consistent standards
Ask peers for help Victimize
Repertory Grids
- Once a decision is made around understanding the consequences of your choice, ie. What do I stand to lose? There could be casualties. So that’s a win-lose situation, not a win-win situation.
- Consequences - lose a Panarottis or lose a franchisee.
- Check out the legalities of the possible and potential outcomes.
- Secure the lease.
- Make the decision around what you want to do. Now decide on a process or a strategy.
- Act and execute on your strategy. Implement.
- Change the tactics and here was another very important point brought into this part of the puzzle – remove your emotions. Be objective.
- So your emotional intelligence needs to be extremely high and you need to be exceptionally aware and cognisant of the personal sensitivities and stuff like thatmust be taken into consideration.
Question asked the group:
- What are the 2 requirements of the relationship?Bearing in mind that the following process needs to take place in employment:
- Contracting
- Partnershipping
- Relationshipping
- So the question to you is: What are the 2 words that Step 3 consists of and these are:
(a)Mutual trust
(b)Mutual respect
Look forward to seeing you all on Tuesday, 3 May at 09h00.
Kind regards
Peter
t:\hr folder\masc - kzn\masc 3\workshop summaries\2011\03 - summary of workshop 8 - 08 mar 2011.doc