subject: The First Range Manager: The Business Response To Your Issue Cannot Be "no" [print this page] When his place assistance team eliminates a client gauge for operation requirements the gauge delivers us a place examine purchase. The next day a place assistance individual goes to a client assumption in mistake. My place administrator demands, "Is there some process we can do to avoid this problem?" The response from the program professional is easy, "No" without further explanation. First range supervisors must not take solutions that do not meet their needs.
When I see the response I know there is a process to avoid this issue. The response "no" is not acceptable. The response atmosphere me. The professional knows the issue is correctable. If anyone eliminates the gauge for any reason it deliver us a examine gauge purchase. We get this purchase from our support assistance program. We deliver a community assistance individual to the assumption to examine the gauge. This costs us money. When there is a routine purchase on the client's consideration, or if the transaction is in our assistance purchase program, these purchases over ride the automatic examine purchase. This professional knows this.
I do not take this response from a company professional. I phone a assistance foreman of our place forces. I explained the issue to him. He and I decided to run a analyze. It is easy we will get into and complete a phony purchase on a less active gauge in our assistance purchase program. We deliver the place assistance individual to pull the gauge. He draws the gauge. We wait until the next day. We view the support assistance account; we do not see the examine gauge purchase. When we examine the meter's data we see that a examine gauge purchase existed. This means that our purchase avoided the examine gauge purchase from coming live to the place. The response is easy when our team draws a gauge for any requirements they will call a dispatcher. The dispatcher will get into a phony assistance purchase in our assistance purchase program. We fix the issue. We no longer deliver a assistance individual to examine the gauge in mistake.
Dispatchers always read any new process I make. Any new process must be easy enough to be recalled, be usable, and be effective. Several dispatchers analyzed this new process. One dispatcher reminds me the workers in our department do not eliminate measures. She was right I said. I reminded her that the workers from other departments help us occasionally and these workers do eliminate measures. If we follow this process it will keep us from having unnecessary purchases when they leave our department. She confirms.
We deliver the process to the gauge program professional in the business head office. He will run a analyze like ours. If this process works, he will deliver this process to other assistance organizations to avoid this issue. Also, he thanks us for our effort to fix this program wide issue.
Here is the point. First range supervisors must not take solutions to place issues from program experts and supervisors who do not know. First range supervisors must take action to the issue. They must make a process and confirm that process. Then, they must pass this process to other departments. First range supervisors add value to their department and company when they develop processes to fix issues.
Here is the issue. Do not take, "No", when you know. Now, confirm it.
I have managed 3 restaurants, 3 resorts, 2 business offices, and was a district accounting administrator. I now monitor a send center. In 1976-77, as an area administrator for a national chemical revenue company I had a 40% revenue increase in my first year. Paying social rent is important, I provided my community as: President of My Jacyee Company, my Elephants Team, my Turning Team, and my regional Stage of Commerce. I was in the company speakers company and won several speaking contests.
