WorkingInSync Blog

• Communication: What is really holding us back?
• Leadership: Developing clarity, defining roles leading to a 20% improvement rate.
• Transforming Cultures: Helping Organizations to think Differently, in other words “Changing the Mindset”

We provided a number of client case studies of how we helped leaders increase their internal flexibility by addressing the emotional barriers inhibiting their ability to change. Executives who attended the conference realized when a company dedicates the necessary resources to learning about the various work styles of its employees, productivity increases.

Missed our Executive Brief?  Email us at: whit.mitchell@valley.net

The Challenging Side of Growth Can growth have a dark side? For
many businesses, rapid growth has actually swamped their ship. This
was not the case with Latva Machine Inc. (Latva), but Latva president,

Mitch Latva, observed a few critical issues developing. As a smaller company, it had been easy to know what was happening on the floor at any given time. The increasing
volume of work created a breakdown in communication. It was no longer possible to pick up a clipboard and see the progress of a project.

Collaboration Begins Latva turned to well-known executive coach and business consultant, Whit Mitchell (Working InSync International). His initial analysis revealed a need for far-reaching change, and Ron Price
(Price Associates), considered a change agent, was engaged to help
leadership take a look at the entire business operation. Mitchell and Price recommended implementing a total quality management (TQM) process, including:

• Four days of training
• 12 months follow-up
• Executive coaching for five senior managers.

1. Improve the purchase order routing system.
2. Implement training for all employees to improve efficiencies,decrease scrap and rework, and increase quality.
3. Create a checklist for the set-up process – to insure accuracy.

Recently, I was coaching a business owner who was aware he was not communicating effectively with his employees.  It was affecting the environment, as people were not talking with each other, creating stress and low morale.  Conflicts between individuals were ending up in his office instead of being handled person to person. He discovered he needed to get people more involved in the business, more passionate about their work and less involved in daily conflicts.

In the weekly session provided by WIS, one of the action steps he agreed to take was to stop by each person’s desk daily for a one-minute chat; it didn’t have to be businesses related.  Before he knew it people were coming in his door, which they had never done before, asking for his ideas and input, asking to take on more responsibility and authority and spending less time creating conflicts with each other.

The leader had opened the door for communication by spending a small amount of time daily taking an interest in his employees.  His daily checking led his employees to trust him more.  This change led to a more open and honest office environment.  People for the first time felt as though they could approach the boss and ask for help and assistance.  People started taking on more responsibility and authority which led to the boss giving up more control to the employees, which led to people being more passionate about their work.  Within the next month there was a 36 percent increase in productivity without any increase in expenses.

Learn more about team work and executive development at:  http://workinginsync.com/