Improving the Bottom-Line by Updating Infrastructure

There are a couple definitions for instructions. 1) The basic underlying framework or features of a system or organization. 2) The fundamental facilities serving a country, city, or area, as transportation and communication systems, power plants, and roads. For the purpose of this article, when I say infrastructure, I’m referring to the first definition.

?Many companies, and organizations, are losing revenue and staff due to outdated infrastructures. The outdated infrastructures result in unrealistic expectations for staff. For example,

• ?Expecting people to work with outdated systems that make their jobs twice as hard.
• Expecting people to NOT discuss the real problems at meetings and keep “putting fires out” produced by the outdated infrastructure.
• ?Passing the buck to subordinate managers and supervisors who pass the buck to front-line staff.
• Expecting staff to act as “support beams” for the crumbling infrastructure while keeping up with their job duties.
• Acting as if the problems that are being produced by the company’s failure to update their polices, practices, and procedures are NOT their problems.

Some many ask, “How can individuals in leadership positions not SEE what is happening” or “Why won’t someone in leadership address the infrastructure problems?” Many times, there are dysfunctional, unconscious beliefs at work. For example, “You have a right to put unrealistic expectations on people and they have to meet them or else!” Another dysfunctional, unconscious belief that often plays a role is, “You don’t have to deal with problems, leave them for someone else to figure out!”

What’s the solution? It’s hard to fight an invisible enemy. Dysfunctional, unconscious beliefs that are wreaking havoc at companies and organizations have to be exposed and challenged with more functional beliefs. After challenging the dysfunctional beliefs, behavioral changes must follow. Let’s challenge the “You don’t have to deal with problems, leave them for someone else to figure out” belief for people in leadership positions.

?Functional Belief:

There are certain problems that belong to you in your professional life, and it’s your job to address them. If you are in a leadership position, the company is at risk if you fail to address problems in a timely manner. Many companies have gone bankrupt because management ignored problems or left the problems for “someone” to solve who didn’t have the authority to solve them. Problems such as staff members not pulling their weight, or outdated infrastructures, or discriminatory practices, or unproductive meetings can negatively impact the bottom-line. Use the problem-solving model. Step 1) Identify the problem. Step 2) Separate the problem from the symptom. Step 3) Generate three possible solutions. Step 4) Pick the best solution. Step 5) Implement the solution. Step 6) Evaluate if the implemented solution addressed the problem. If not, go back and select one of the other proposed solutions. In the long run, taking time to adequately address problems will save the company time and money. Smart, talented people leave companies that don’t address problems in a timely manner. They believe they bring too much to the table to have to work in those types of conditions.

?Behavior Changes:

Expecting people to work with outdated systems that make their jobs twice as hard.

• Fix your systems: Record keeping system, hiring system, onboarding system, etc.
• Hire a consultant if necessary.
• ?Automate systems that can be automated to improve efficiency.
• Update forms, contracts, documents, polices, and so forth.

Expecting people to NOT discuss the real problems at meetings and keep “putting fires out” produced by an outdated infrastructure.

• Ask people to identify what they believe are the real problems.
• Invite them to share their ideas about solutions to address the real problems.
• If it will take time to correct the REAL problems, let people know how long it will take, and find ways to help your people during the time it will take to make the changes.

Passing the buck to subordinate managers and supervisors who pass the buck to front-line staff.

• Take responsibility for addressing problems.
• Create a culture that celebrates solution-focused thinking.

Expecting staff to act as “support beams” for the crumbling infrastructure while keeping up with their job duties.

• Admit when your infrastructure needs to be updated and don’t wait for it to crumble.
• Reward staff who are helping support the structure while it’s being updated.

Acting as if the problems that are being produced by the company’s failure to update their polices, practices, and procedures are NOT their problems!\

• Do you job as a leader!
• Stop screaming at symptoms – address root causes.
• Use the problem-solving model.

For more information about work as a corporate trainer, feel free to visit my website www.anneshiaconsulting.com or contact me via email at [email protected]

Copyright ? 2005-2022 Anneshia Freeman – All Rights Reserved
Anneshia Freeman MBA, MSW, CADC, CPRM, is a Program Developer, Trainer, Therapist, Consultant, Life Coach, Author, President and CEO of Anneshia Freeman and Associates Consulting Services, LLC, and founder of “The Lies That Bind?” Program.