The managers went into the shop and took down the clock. Talk has always been cheap, but here was a group of leaders who, through their actions, were making it clear to their people that they believed the people they worked with were important and trustworthy.
How did the union employees react? They were shocked. At first, they expected the time clock would be used as a negotiating tool during the upcoming contract talks. But the fact that the management wanted nothing in return proved to them that they really were trusted.
They've proved they're worthy of that trust. We haven't had a problem with people coming in late. In fact, some people are now coming in early.
People know what time it is. If they don't, a time clock won't get them to work on time.
The Moral of the Story
* Do the right thing - willingly. Don't turn issues of respect - eliminating the time clock, unlocking closed doors - into bargaining issues. Do what's right. It will work. People still came to work on time and gave us a full day's work, even without having to punch in or out. * Time ticks on. Your people know what time it is. If they don't, no time clock is going to help get them to work on time, or convince them to give you an honest day's work. * Delegate. It was the people on the front line who had the responsibility for making sure the Everlasting division was productive, so it just made sense for them to handle the time clock issue as they saw fit. * Listen. The leaders at Everlasting had heard their people complain about the time clock. It symbolized they were not trusted. Not only did the leaders listen to the message, they took action. * Treat people like people. Life is easier, and you are more productive in the long term, if you show respect for the people who work for you. A "do it or else" attitude works only in the short term.
Great stories, but very little I could apply to my job in a government office. Would be good for a manager in a private business.Published 11 months ago by Kim Baker
This is a very powerful book that is just one in four of a series of books already penned by David Armstrong. Read morePublished on July 14, 2008 by Bill Russell
This is a wonderful and original management book. I happened upon it in my library by chance, and am really glad I did. I think it should have been a best-seller. Read morePublished on October 19, 2001