There are often times as managers that we brainstorm an idea for the department that seemingly will work, and probably very well. However, the one common and sometimes most fatal mistake that we have all made (including yours truly) is that we are the only ones who know about it.
When we, with all good intentions implement a process, we seem at times to forget about the all-important “buy-in” factor. The reader’s digest version of the buy-in factor is quite simple and effective: keep everyone in the loop and solicit the input of your staff. Before you implement a new procedure or process, the first thing you want to do is simply start talking about it. I would recommend that you have a meeting with everyone that will be affected by the new process and get the feedback of the staff.
You may be very surprised that the feedback is more pro-active than re-active. They will feel involved, important and part of the idea. What you want to do is throw it out there and see what sticks. Then wait for the:
- I like it but how about doing it like this or this way?
- That won’t work very well and here’s why…
- Have you ever seen this work before in other places; is anyone else doing it?
- (And depending on what you’re trying to implement,) are we getting paid for that?
Not only is it important to get the feedback of the staff, but also the feedback of the dealer, the GM and possibly the controller, if there is a pay out or spiff associated with the process. Now on the other side of the spectrum, do you think it would be a good idea to include, let’s say, the porters and cashier? Absolutely it would. One of the most common challenges is that if you don’t include everyone, get ready for “I didn’t know we were doing that; no one tells us anything.” How many times has that happened to you? Also, if there is to be any type of training, include everyone, as well.
Now, all this being said, you as managers have the final say in what you do or don’t do. However, if you want to have a smooth transition into a new process or procedure, do yourself a favor and involve your people. Believe it or not, it will go a very long way. You will command the respect of your staff rather than demand it.
Remember, do it with them and not to them.