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Key Frustrations Process Worksheet

This worksheet guides you step by step through the Key Frustrations Process. The seven steps of the process are outlined below.

Step 1:Identify one frustration you have in your business
Write it down. Remember, you can only work through one frustration at a time, so be specific.
What’s bothering me?
I’m frustrated because Marcia is always wasting time talking to other employees in the break room.
Step 2: Classify the primary cause of your frustration
Self-Directed: Am I the major cause of the frustration?
Outer-Directed: Is someone or something else the cause of the frustration?
System-Directed: Is it predominantly the absence of a system?
If the frustration is Self-Directed or Outer-Directed, restate it in the form of a System-Directed frustration. Depersonalize it and focus on the results you want.
I’m frustrated because it seems not all employees are being fully utilized.
Step 3: Determine the underlying business condition
Ask specific, probing questions to achieve clarity on the cause of the frustration. Be thorough. It’s better to ask too many questions than too few. The heart of the process is recognizing the real problem. In addition to asking questions to understand the cause of your frustration, ask questions to quantify the condition to establish its magnitude. Quantification can reveal important clues for solving the problem.
Below are a few examples of questions to help you get started, but keep asking! There are many more questions you can ask regarding what’s really going on.
  • Specifically, how is my business impacted by my frustration?
Productivity is not optimum; distracting; difficult to gauge capacity and workload.
  • How often does this frustration occur? Several times a day
  • What are the specific examples of when/where/how this frustration occurs?
I observed the Accounting Assistant was in the break room chatting with other employees 17 times in the last week for 15-20 minutes at a time. In addition, the normal morning and afternoon breaks and lunch hour were taken. That is over 7 hours of non-productive work time in one week – a full day! While this is going on, the Accounting Manager is complaining of being over-burdened by his workload.
  • What is the cost associated with this frustration?
Payroll for time that is unproductive (7 hours/week)
  • What are the results I’m not achieving in my business because of this frustration?
A way to ensure that departments are appropriately staffed and that work is appropriately distributed.
  • Is the Accounting Assistant getting her work done? Yes
  • Is the work done to standard? Yes
  • Has she asked her manager for additional tasks? Yes
  • Has she gotten them?
Sometimes. She gets her work done then must wait for the Accounting Manager to find other tasks to assign her. While she waits, she goes into the break room and chats with whoever is there.
  • Why is the Accounting Manager having trouble finding work to delegate?
Finding the work to delegate isn’t the problem. Finding the time to train the Accounting Assistant is. Systems are not written down so everything needs a verbal explanation which means the Accounting Manager has to stop doing what he’s doing to explain, show and monitor the new task.
Step 4: Translate the specific frustrating condition into a generic system solution
What kind of system would eliminate the frustrating condition I’m experiencing?
What result would have to be produced by a system designed to eliminate this frustration?
Don’t be surprised if you identify more than one system solution:
  1. Staff Training & Development System
Related Systems Needed:
  1. We need a system to evaluate and adjust manager workload to create time for them to manage and support their staff.
  2. We need a strategy or timeline for documenting the systems in each department to support the training function.

Step 5: Affirm your commitment to eliminating the frustration
Do I really want to remedy this frustrating condition, or would I rather live with the frustration?
Absolutely!
Step 6: Begin the process of designing the specific, detailed system solution to the frustrating condition in your business
Outline the system design elements that are needed.
  • Who will be accountable for designing the system?
Accounting Manager. With Marcia’s help, he will create the prototype for the Accounting Assistant position and test its effectiveness. Once solidified, each department manager will adapt and customize the generic system for their specific area.
  • What are the main steps to be included in the system?
1. Create a Position Agreement stating the overall result of the position, accountabilities and standards of performance.
2. Outline the Employee Development Plan to include progressive training of all accountabilities.
3. Develop a Training Timeline to ensure the full ramp-up of accountabilities in an appropriate time frame.
4. Create simple systems for each task or accountability identified in the Position Agreement.
5. Begin Employee Development in accordance with the Training Timeline.
  • What operating forms and documents are needed?
Job Description, Position Agreement, and copies of any systems for the position already documented. Excel spreadsheet, Action Plan or System templates, and Progressive Report forms.
  • What scripts are needed?No scripts required at this time.
  • What elements of the management information package are needed?
A weekly progress report indicating what training has occurred and when.
Also, a weekly feedback report from Marcia indicating whether the training has been effective or needs improvement or clarification.
  • What training has to take place?
Training will take place according to the Time Line accompanying the Employee Development Plan. Tuesday mornings will be reserved for training, review and feedback meetings.
  • What enforcement policies and procedures are needed?
At first I will monitor our progress heavily to make sure the training and development is happening daily and that it is given a high priority. I also want to ensure the system is created collaboratively taking into consideration both the management perspective and the employee perspective. We will create deadlines for creating the major benchmarks of this progress.
  • How will the new system be positioned, and how will employees be notified?
I will meet with the Accounting Manager to position the initiative so he understands the benefit to him and to the Department and to ask for his input on the plan. I will ask him to meet with Marcia to explain her role in creating the system for her position; explain the benefits and our desire for her input and collaboration.
  • How will the implementation be rolled out?
Once we have tested the overall Employee Development Plan for this position and are satisfied with the result, I will announce the imitative to all managers and ask for their commitment to completing the process for their individual departments. I will ask them to submit a timeline for the completion of the system for their department, then ask them to roll it out to their staff in accordance with the agreed upon time table.
Step 7: Set a timeline
Based on your response to Step 5, and the impact provided by eliminating this frustration, set a timeline and make sure it gets done! The sooner you implement the solution, the faster you’ll see results.
  • When will the system solution to the frustration be implemented?
Four weeks for the design to be completed
  • When will the system solution to the frustration be complete?
Six weeks for the design and testing of the Accounting Assistant Training & Development Plan

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