Many companies wrestle with choices around whether they will be better off using internal resources for training, coaching and development programs versus using external consultants. Based on our team’s 50 years of experience in Performance Coaching and Leadership Development both as consultants and as operations executives who have had to decide when to use consultants, we have found distinct trends and key factors which influence the decision making process. To explore this topic it is helpful to distinguish between 3 different areas where the choice of using internal or external resources may be appropriate.
Based on the results of a number of operational assessments and performance improvement initiatives in the gaming sector, it is apparent that performance improvements with significant impact on revenues can be realized through improving work practices at the local management and front line levels. Additionally, these challenges and opportunities are completely within the control of operational leaders and frontline staff to mitigate and require little to no capital expenditures to correct.
Senior Managers come to work every day to improve results. We need to continually get better, cheaper, and faster, or our competition will eclipse us. We spend time (lots of time) assessing our strengths and weaknesses, examining budgets and strategies, and refining our vision. All in an effort to gain that slight edge which will enable us to stay ahead of the competition. However, the critical question is, “where does one invest, to get the best bang for the buck in becoming better, cheaper, and faster?” Your leaders are your edge. Inspiring leadership is the key ingredient in a highly engaged workforce. A highly engaged workforce is a distinct competitive advantage that provides the most significant return for your business.
In today’s business environment, companies expect to contend with traditional business challenges such as technical operating issues, competitive markets and financial imperatives. In addition, there are newer developing challenges such as; changing regulatory requirements and increasing expectations with respect to the environment and social license.
However as companies seek to respond to these internal and external pressures we see distinct trends in both how companies attempt to respond to these challenges as well as trends in how companies often fail to respond wellor spend too much to address their challenges. Some of the more significant adverse trends we see in business today include:
If we look back at the evolution of industry and leadership, it is apparent that the role of the Front Line Supervisor and for that matter the entire Operations Group in heavy industry is quite different today than it has been in the past. If we look back far enough, (say 100 years or so) we see that at one time the Front Line Supervisor ran their crew pretty much the way they wanted. In those days the Front Line Supervisor was able to operate as they saw fit, including how they hired or fired people. They were also responsible for holding people accountable to the production goals, setting safety standards as they saw fit, and environmental standards were not really much of a consideration.