Big problems at work- tell the CEO how it is?
Discussion
Ok, bit of a bad situation really. The company I work for are pushing through lots of changes, regarding shifts etc. however, the general feeling amongst the workforce is they are putting themselves into a very bad position, as the staffing levels they are proposing on the shifts simply won't work, they can't recruit new staff due to an awful shift & low pay, plus there are numerous issues that are masking problems that ultimately will lead to disaster if left unsolved.
As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run? This would involve bypassing the management chain as they are hellbent on their plan of action?
As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run? This would involve bypassing the management chain as they are hellbent on their plan of action?
RWD cossie wil said:
As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run?
Less well than if someone came to me with a well reasoned argument and a solution.Much also depends on the environment. I've had to push change through in some organisations where the immediate reaction of many staff members has been "won't work" but typically based on simply liking the status quo and being resistant to change. If there's a history of change being resisted for no good reason then unreasoned "won't work" arguments are unlikely to go down well.
If the change is that big, that it could ruin the business, I suspect the CEO is already briefed or aware.
If you do decide to approach the CEO, go in with quantifiable data and a solution to the problem that the current management team are trying to solve. I suspect you have already approached the local management team?
Change management is extremely difficult for a management team, especially if it is fairly radical. Communication is key - upwards, downwards an sideways. Sounds like communication to the local workforce has been poor and they have not listened to the response, hence putting the companies future in jeopardy....
What exactly is the change?
Mike
If you do decide to approach the CEO, go in with quantifiable data and a solution to the problem that the current management team are trying to solve. I suspect you have already approached the local management team?
Change management is extremely difficult for a management team, especially if it is fairly radical. Communication is key - upwards, downwards an sideways. Sounds like communication to the local workforce has been poor and they have not listened to the response, hence putting the companies future in jeopardy....
What exactly is the change?
Mike
There are whole modules in MBAs dedicated to this very scenario! Very difficult to précis here but as we've only heard a snapshot and from one side only, it would be difficult to advise further.
A CE who is pushing through change should be acutely aware of the risks. If not, he and his Board deserve to fail. Of course, if you suspect that he is not aware and has not been involved in an organisational wide communication strategy, then you've nothing to lose by having a chat with him. Be aware however, that this trajectory towards failure could be deliberate and part of an even greater strategic piece!
Good luck!
A CE who is pushing through change should be acutely aware of the risks. If not, he and his Board deserve to fail. Of course, if you suspect that he is not aware and has not been involved in an organisational wide communication strategy, then you've nothing to lose by having a chat with him. Be aware however, that this trajectory towards failure could be deliberate and part of an even greater strategic piece!
Good luck!
Yes but if they fail it could mean the end of a lot of people's jobs. The CEO and mgmt should know but often they are too far from 'the coal face' to understand it fully.
If the OP did go to the CEO I agree with going along armed with a solution too. It may well elevate him in the CEO's eyes.
If the OP did go to the CEO I agree with going along armed with a solution too. It may well elevate him in the CEO's eyes.
RWD cossie wil said:
Ok, bit of a bad situation really. The company I work for are pushing through lots of changes, regarding shifts etc. however, the general feeling amongst the workforce is they are putting themselves into a very bad position, as the staffing levels they are proposing on the shifts simply won't work, they can't recruit new staff due to an awful shift & low pay, plus there are numerous issues that are masking problems that ultimately will lead to disaster if left unsolved.
As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run? This would involve bypassing the management chain as they are hellbent on their plan of action?
Firstly, are these your own beliefs or are you getting "rumblings" from your colleagues thats influencing you? ie, do you have a load of mates in work who just like to moan?As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run? This would involve bypassing the management chain as they are hellbent on their plan of action?
I would have thought the CEO has bought in to these new proposals so might not respond terribly well to a minion "telling you exactly what was wrong" with their company - and they've probably heard it all before over their career so you do need to be careful.
If i did truly believe there were problems that needed bypassing of the entire management structure and to speak directly to the CEO about, i'd make sure (a) it was concise, (b) structured, (c) constructive and (d) i'd be proposing solutions, so you're not just bringing problems to the table.
LooneyTunes said:
RWD cossie wil said:
As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run?
Less well than if someone came to me with a well reasoned argument and a solution.Much also depends on the environment. I've had to push change through in some organisations where the immediate reaction of many staff members has been "won't work" but typically based on simply liking the status quo and being resistant to change. If there's a history of change being resisted for no good reason then unreasoned "won't work" arguments are unlikely to go down well.
Totally.
Really, it depends if you think the CEO would actually listen.
If you don't know the CEO, then no don't offer advice
If it is general knowledge that the CEO is a two face b
d.. the definitely no, you may not have a job soon
It really is how you would pitch it to the CEO, as has already been said, define the problem and offer the solution.
Just don't appear to whinge about the changes
If you don't know the CEO, then no don't offer advice
If it is general knowledge that the CEO is a two face b
d.. the definitely no, you may not have a job soonIt really is how you would pitch it to the CEO, as has already been said, define the problem and offer the solution.
Just don't appear to whinge about the changes
RWD cossie wil said:
Ok, bit of a bad situation really. The company I work for are pushing through lots of changes, regarding shifts etc. however, the general feeling amongst the workforce is they are putting themselves into a very bad position, as the staffing levels they are proposing on the shifts simply won't work, they can't recruit new staff due to an awful shift & low pay, plus there are numerous issues that are masking problems that ultimately will lead to disaster if left unsolved.
As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run? This would involve bypassing the management chain as they are hellbent on their plan of action?
Don't bother, even when the disaster takes place they'll still carry it through. It's a 'pride' thing and these people don't like to be told.As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run? This would involve bypassing the management chain as they are hellbent on their plan of action?
I tried it once myself and ended up alienating the 'management chain' and HR. Lesson learned, and as Michael Heseltine once said, "he who wields the knife never wears the crown". Very true, within 2 months of my 'private chat' I was let go. However, the concerns I raised did take place but they couldn't give a toss and my indirect replacement had to bear the burden, he then went 'sick' followed by him resigning his position.
It was a great company to work for until the senior management brought in the 'consultants'.
Frimley111R said:
Conversely I remember a senior manager of one of my old companies being told, after he retired, of all the st that was going on in his department. He said 'Why didn't you tell me?!'
Fred Goodwin probably said the same thing too.t that was going on in his department. He said 'Why didn't you tell me?!'Of course, I'm just joking with you but the point I'm making is that hindsight is a great thing. But in reality they probably knew what was going on but decided to either turn a blind eye or go with the flow. Things like mortgages, pensions and debt usually keep folk from rocking the boat.
Chest Rockwell said:
Things like mortgages, pensions and debt usually keep folk from rocking the boat.
Can't agree more. As soon as my fear of telling senior people what I thought (within reason of course) then the more my work life improved. Unfortunately most employees are sheep, or worse robots, who will perpetuate misery even if it adds to their own situation. A former manager graded me with the lowest score (one above the 'Exit' grade) because I criticised a fellow manager. His boss had to pay me a retainer a couple months later though I jumped ship anyway. It can work out well for you, but it is also a risk, so play it carefully.RWD cossie wil said:
Ok, bit of a bad situation really. The company I work for are pushing through lots of changes, regarding shifts etc. however, the general feeling amongst the workforce is they are putting themselves into a very bad position, as the staffing levels they are proposing on the shifts simply won't work, they can't recruit new staff due to an awful shift & low pay, plus there are numerous issues that are masking problems that ultimately will lead to disaster if left unsolved.
As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run? This would involve bypassing the management chain as they are hellbent on their plan of action?
As others have alluded to, what's your reasoning for knowing this will be a disaster?As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run? This would involve bypassing the management chain as they are hellbent on their plan of action?
The CEO will have a overhead view of the entire picture - do you have that?
Are you able to sit with him and point out how this will affect the entire business and, crucially, propose a better solution?
Lots of people at operations level see their own section and are convinced they could do it better and question why things are done as they are. With the utmost of respect, if you are not in the position to see the entire picture as I have specified above, deal with your manager and leave the CEO well alone otherwise you risk humiliating yourself.
fido said:
Unfortunately most employees are sheep, or worse robots, who will perpetuate misery even if it adds to their own situation.
Yep, they will eat glass to pay the mortgage, keep the missus happy etc. I remember when I worked for a massive construction company they employed this new tough ass manager to take over from our fantastic previous manager who had moved on. Anyway, she came in all guns blazing threatening us all with redundancy or withdrawal of company cars if we didn't, in her words, "shape the f*ck up". At one particular meeting, her and her band of badasses told 14 of us that if "things don't improve soon, you're all on notice". 12 said nothing but two challenged her. Those two were me and a Scots dude. Her aggressive tone and rhetoric was totally uncalled for and completely baseless. All of us had been working our arses off and with unpaid overtime too. So the 2 of us publicly challenged her during that meeting and it got to the point where one of her slaves near enough fronted up to me.At that time I had returned to my parents home due to family breakdown and the other guy was renting a flat in Glasgow. The other 12 were mortgaged to the hilt with 'investments' or their 'own homes'. At that time the banks were going bust and the economy was falling to bits so those guys were on the edge and were sh*tting their pants. At the end of the meeting, one of the manager's badass allies told me and Dave "your cards are marked, I suggest you start looking for new jobs" whilst our so called colleagues commented to us "why the f*ck did you do that?"...spineless tossers.
Anyway, little did this silly women know was that later in the week me and the Scots guy were due our one-to-one meeting with the IT Director. We told him what had been said, and to his credit he sorted it out for us. BUT we told him that as a 'concern' and in the correct forum.
Later on that year, this stupid manager was still being her aggressive self towards me in particular, so I resigned. My resignation was welcomed and I was told "there's the door". At that time I was running my own mobile DJ business and had been booked to do the CEO's senior management party. Holy sh*t, once her and her band of tossers found that out they did everything to persuade me to retract my resignation. OK I didn't get a pay-rise BUT she was off my back until she was made redundant. It was quite a blessing because at that time there was no jobs around but my calculation paid off in that I knew they'd sh*t it when I requested a day off to set-up my gear at the venue for the CEO's party.
Sorry for going off-topic.
Edited by Chest Rockwell on Tuesday 17th June 16:36
Muzzer79 said:
RWD cossie wil said:
Ok, bit of a bad situation really. The company I work for are pushing through lots of changes, regarding shifts etc. however, the general feeling amongst the workforce is they are putting themselves into a very bad position, as the staffing levels they are proposing on the shifts simply won't work, they can't recruit new staff due to an awful shift & low pay, plus there are numerous issues that are masking problems that ultimately will lead to disaster if left unsolved.
As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run? This would involve bypassing the management chain as they are hellbent on their plan of action?
As others have alluded to, what's your reasoning for knowing this will be a disaster?As a business owner, director or CEO etc, how would you take a direct approach from a "worker ant" telling you exactly what was wrong, and that by carrying out the changes that are due to happen in a few weeks that it will basically lead to probable failure of the delivery of the assets that the company needs to run? This would involve bypassing the management chain as they are hellbent on their plan of action?
The CEO will have a overhead view of the entire picture - do you have that?
Are you able to sit with him and point out how this will affect the entire business and, crucially, propose a better solution?
Lots of people at operations level see their own section and are convinced they could do it better and question why things are done as they are. With the utmost of respect, if you are not in the position to see the entire picture as I have specified above, deal with your manager and leave the CEO well alone otherwise you risk humiliating yourself.
Every job we do requires a qualified engineer to certify the task, some jobs require a minimum of two engineers cross checking each other due to legal & saftey protocol. Currently we work mon-fri 7-4 with weekends off , that are covered by shift workers ( the shift workers are based at various bases on a 7 on 7 off pattern, so totally different role ) . We can only operate at the moment with all our staff available during the week, as various engineers have differing levels of qualifications that affects what is legally certifiable .
If we split into the planned 4 shift system, we will have days where we have ZERO coverage for certain aspects of work that could occur at any time, plus we will have absolutely no slack in the system for leave/sickness/ courses/ emergency call outs etc. the whole department complained about the shift, but it got bullied through by a manager who just won't listen or compromise, & starts in a few weeks time. They will lose staff due to the awful shift (56 day repeating pattern, 5/8 weekends worked with floating days off in the week!!), and low pay on offer for this industry. They can't recruit as it is, let alone with this horrendous shift.
There is no way the CEO knows about the impact this change will have, the entire department can see it will end in chaos, however as alluded to before, people have accepted the changes due to fear & bullying, and the good old divide & conquer.
This is not a minimum wage sausage factory, this is a highly skilled saftey critical industry, the workforce knows the business relys on us delivering the assets daily to allow the company to operate. It is not a case of a militant work force , it is a case of lots of skilled , trained professional people trying to tell management that they have made a serious mistake.
Put it this way, I have already ensured I won't be a part of the collapse, as I have lined up another job, but I really don't want to see a good company ruin itself. The sad fact is they have upset so many staff now that a lot of people won't be prepared to help out in the way they do now.
Sounds like you know what you're talking about.
You have another job lined up so nothing to lose.
I would put together a presentation in bullet point form outlining the issues.
Project the negative effects and the expected results.
Then offer a solution.
Keep it simple, factual and clinical.
Offer to be a part of if not the driver of that solution.
You should either be promoted or helped on your way to your new job.
Nothing to lose but if the CEO is worth his salt, he should take your feedback seriously.
Good luck and I hope it works out for you.
You have another job lined up so nothing to lose.
I would put together a presentation in bullet point form outlining the issues.
Project the negative effects and the expected results.
Then offer a solution.
Keep it simple, factual and clinical.
Offer to be a part of if not the driver of that solution.
You should either be promoted or helped on your way to your new job.
Nothing to lose but if the CEO is worth his salt, he should take your feedback seriously.
Good luck and I hope it works out for you.
RWD cossie wil said:
If we split into the planned 4 shift system, we will have days where we have ZERO coverage for certain aspects of work that could occur at any time, plus we will have absolutely no slack in the system for leave/sickness/ courses/ emergency call outs etc. the whole department complained about the shift, but it got bullied through by a manager who just won't listen or compromise, & starts in a few weeks time. They will lose staff due to the awful shift (56 day repeating pattern, 5/8 weekends worked with floating days off in the week!!), and low pay on offer for this industry. They can't recruit as it is, let alone with this horrendous shift.
Being super picky to help you refine things:Could occur is not the same as:
May potentially occur (but never have); or
Has happened once; or
Occasionally occurs; or
Frequently occurs; or
Happens constantly.
...and you've not said what the impact of this would be from risk/performance/financial perspectives.
Numbers are your friend. It's easier to say "look, people think this never happens but the reality is it's happened x times this week and takes y hours each time: if we don't jump to it zzzz [list of bad things] happens"
(spot someone trying to get you to do probability / impact rating by stealth!)
Would an on call system work? If not, why not?
Is the lack of slack due to there being only one person rostered on for a particular shift? Or is it a case of workload?
I'd avoid the "you will lose staff" argument. It's a difficult one to win until people actually start to walk.
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