by Rick Baker
On Feb 7, 2011
Last month, I had the pleasure of attending a Jill Schichter education event, organized by our friends at Trovo Resources.
Jill’s presentation covered a number of things that must be done when ‘reductions’ are required at our workplaces.
Jill injected a great blend of thought, thoroughness, and people-sensitivity.
For me, 8 things resonated:
- Definitions: Jill provided a number of definitions, as examples she defined downsizing, rightsizing, and flexible rightsizing…expressing a preference for flexible rightsizing when that is possible.
- Make sure all decision makers are using the same measurements. Jill provided a Cost/Benefit template to help us capture all the facets that must be considered.
- For strategic workforce planning, build on your previous successes. [focus on the ‘bright lights’]
- Focus on the most critical high-impact jobs [the ‘80/20 Rule’ applies]
- Don’t underestimate the power of your employment brand. [news travels…so, we should make it good news]
- The most difficult job a manager does is letting a person go. [we must be sensitive to the people aspects]
- Related to all of the above, and particularly the human sensitivities tied to #6, Jill did a great job of answering the many questions posed by the attendees.
- Jill shared a fond memory from her time spent working with Stephen Covey [one of my favourite teachers]…Covey taught - the difference between a manager and a leader – “you manage things, you lead people”.
And, Jill explained - managers say “What are you doing?” while leaders say “How are you doing and how can I help?”
Thank you Jill for the excellent presentation.
And, thank you Tony, for the invitation and hospitality.