Rick Hevier Management Consulting

What does a management consultant do anyway? Are they needed? Do they communicate real value to companies they work with? All of these questions ask valid questions. Management consultants can, at times, be vague and offer non-specific results of their work. This is not how I conduct my consulting business. Here are fourteen specific and valuable actions I take to assist companies in functioning better for their employees and customers. Instruct management teams to create a consistent, constant purpose for their employees If there are employees whose objectives and tasks conflict with one another, this is an issue. Management Consultants teach managers how to create specific objectives that apply for all workers. Teach leadership teams to encourage ethical practices by not offering bonuses and realize they are in control, not the workers When leaders are taught that they are in control of outcomes, not the workers, it instills a sense of urgency in communicating effectively to

Leadership takes on various titles and personalities. Leaders can come from any race, ethnicity, religion, sexual orientation, physical ability, and socioeconomic status. What makes a leader is not his/her title or background, but rather, his/her ability to harness and exude the following characteristics. 1. A leader is self aware. Leaders are well aware of their strengths and weaknesses. They know when to reach out for help and who they should reach out to for that help. They understand the power of delegation and recognize when someone is strong where they are weak. 2. A leader shows his/her authority through actions not just words or title. Leaders do not take their title for granted. They know that leadership is a privilege not a right. They do not use their tenure and experience as the sole purpose for why they get to make decisions. Leaders earn their title and trust not demand it. 3. A leader can confront others. Leaders know how to kindly and authoritatively effect

When looking for a new CEO of a company, it is important to not only take into consideration their vast experience, product/service knowledge, and pay grade. It is important to ask them specific questions in interviews, relating to how they manage people beneath them. You want to make sure your new CEO creates an atmosphere of care, understanding, and value in each and every employee. To be a just and fair CEO, it is important that he/she exhibits, through understanding and experience, the following three traits. 1) He/She has been in the lowest position in a company before. When CEO’s have been in the lowest position in a company before, it shows that he/she knows what it is like to be the, “new guy.” It shows he/she knows what it is like to feel intimidated to share his/her opinions to his/her boss or colleagues. When CEO’s have this experience, they have a working knowledge of how to do other positions within a company and the challenges that come with it. As a CEO, it is impor

Rick Hevier’s blog was originally posted on here . Deming Principle #12: Abolish the Annual Performance Review Deming.org states that number twelve is, “12. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective.” Deming was exceedingly against the annual performance review, and so am I. Workers should be evaluated on their work in the midst of day-to-day operations. Most often, the annual performance review is degrading and negative for workers. It causes them anxiety waiting to have their review, and it is discouraging to hear so many negative statements about your work all at once. The annual performance review should be abolished, and workers should be informed as time goes on how they are doing and what they can do to improve. Management should not wait until one day out of the year to have these important conversations. Why not

W. Edwards Deming created the 14 Deming Principles to describe a way to manage companies. Here’s an elaboration on principles nine through eleven. Deming Principle #9 : Switch it Up When It’s “Us vs. Them” in the Office Deming.org states that number nine is, “9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.” I, personally, will switch the staff up and have one team do the other team’s work for the day to get them to have compassion for one another.  It is important to do this every so often so that the team can grow together and work together with understanding and a willingness to work hard to make things happen. Deming Principle #10: Objectives Need to Be Broken Up Into Tasks Deming.org states that number ten is, “10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new