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...

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 ...