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In Reply to Parent Post by Wes Bucey
Actually, I LOVE that look - it means I'm starting with a clean slate and don't have to disabuse an executive of some wrong ideas.
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I don't think the look the OP is referring to is indicative of a clean slate. It's more like "Why are you bothering me with this--are you crazy?" Think of the look you'd get if you walked up to the guy and said "Take your pants off!" and you'll get the idea. Also, if an executive didn't need to be disabused of wrong ideas, why would you even be there?
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In Reply to Parent Post by Wes Bucey
Absolutely! In ASQ, we made a big deal in recent years about making the case for quality without treating the executive like an inexperienced seven-year-old. |
While I agree that talking down to an executive is never a good idea, the fact remains that there are many who won't be convinced, ever, unless perhaps they're made to think that the good idea is their own. It's usually not a question of dealing with a stupid--or even ignorant--person. It's a matter of dealing with a person who has a personality disorder. Trying to get through to such a person by providing evidence that he can save a million dollars by doing
x will often result in a defensive reaction where the person feels that you're telling him he's stupid for not having realized it himself, and nothing but grief will come of it.
Quote:
In Reply to Parent Post by Wes Bucey
Yes! Jennifer has always seemed to be able to focus on the real situation in bringing executives to understanding the short and long-term economic benefits of quality initiatives, including the benefits of providing optimum working conditions and tooling for production employees.
Too bad Jennifer wasn't around when Pharaoh was refusing straw to his slaves for them to make bricks.  |
I think the effort should be made, but I don't think people should be surprised if it backfires. Deming pointed out a long time ago that most managers are being paid to make things worse, and they're very good at it.
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