4.3. 3. Participate
You'll see a theme repeated throughout this book. It's
When you create a process program, you are not creating an end product. You are setting down the first stone in what will eventually (hopefully) stretch into a well-worn path. But, of course, the stone is not the path, and all the good work of your process team has not laid the brush aside. It has delivered a direction and a map. Now the real test comes.
There's always a strong leadership presence in successful process programs: the
4.3.1. Appear in the Valley
It's no doubt easy sometimes to look down on company operations from high up. The view from there can often appear placid, orderly. And there's an argument to be made that heavy executive management across all
But for new or emerging process programs, the stability is usually not there, at least not in most companies. In these situations, visible executive commitment and support become
4.3.2. Be Content with Commitment Equal to Yours
The last thought here on the subject of participation is the level of commitment you should expect from your people as your program becomes a part of the way you do business. The level of commitment you showopenly and visibly in the organizationis the level of commitment you can predict will permeate through your process program.
You probably know this already. Think of your management
4.4. 4. Training
If I were asked to pinpoint two of the most critical factors in achieving a successful process program, I'd cite executive commitment and training Not one after another, but both together. I see them as being equally crucial.
Naturally your program is going to
The first is focused on growth. This includes the growth of your program, the growth of your people, and the growth of your business. Training addresses all of these. As a manager, in addition to all your other
This area can include professional training and often includes training that is not directly relevant to the process program. For example, you may have some network people in your
The second facet of this two-dimensional shape is process training. Your organization should establish some form of training program to support the use and evolution of the process program across the organization. There are some sound reasons for this.
First, you'll no doubt be bringing new people into the organization on something of a regular basis. And you should have some
At the same time, you'll want to remember that your process program will be evolving over time: changing to become better and changing to keep up with shifting business environments. This will require process refresh training at certain intervals. Depending on the
The issue of training, once your program is moving under its own
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