One of our newly certified Job Relations Trainers, Oscar Roche from “Down Under” (Visual Workplace Australasia) added a wrinkle to the end of the JR ten-hour class. He said:
“In order to build on “learn by doing” I finish the session just done by saying: ‘I am now going to ask each of you to commit to one thing you will do in each of the 4 Foundations For Good Relations. I don’t mind how small this is, small is better at this stage. It might be something new you will do, it can be something you’ll keep doing, it might be something you’re already doing and can do better. I would also like to see you apply the 4-Step method when you encounter a Job Relations problem. The bottom half of what I’m about to give you contains a “whiteboard model”. It is laid out exactly as you’ve seen. Please write your name on the front of your Participant Guide. I’m handing these “Do Tickets” out now. Please fill out the Do What in the Foundations of Good Relations now and give it back to me, with your Participant Guide. I’ll then photocopy the Do Ticket and give it back to you stuck in the front of your participant guide. In the next month, I will follow-up a few times with each of you individually to see how you are getting along, and to see if I can help.’
I help the participants complete the Do Ticket. Ask a few that are finding it easy if they will read out what they have written as this will help the ones finding it hard. Emphasise “small things” and that it may be the continuation of things they are already doing, or do them better. If someone is really stuck, help them one on one after the session. No-one leaves any of the 4 boxes blank.
What do you think?
Richard Abercrombie responded to Oscar.
I think they’re great ideas and I can see that you’re thinking beyond the 10 hour delivery to the kinds of things that are needed to actually get the method used.
Here’s my suggestion. Instead of you doing these things with the participants, why don’t you coach the person that each participant reports to in how to do this kind of follow-up. The boss is the best person to establish the expectation that the method will be used. And the boss is the best person to follow-up to see if expectations are being met and what should be done if not.
Think in terms of three roles for continuing results. Role One: Responsible for USING TWI. Role Two: Responsible for GETTING TWI USED. Role Three: Responsible for RESULTS. Your job as a consultant is to deliver the 10 hours as the basic training for Role One and then work with the boss on how to do Role Two, in other words, doing the items below and other ways of coaching.) Role Three is someone with P&L responsibility like Plant Manager, Section Head, Operations Manager, etc.
By doing the things listed below yourself, this time, you’ve done a great job of preparing yourself to coach the boss on how to do the same thing. By actually practicing the coaching yourself, you’ve gotten the feel for how to get someone else to do it.”
Then Oscar said:
“In actual fact, when you think about it, if the boss was using the method properly there’d be no need for me to facilitate as the method itself would drive his subordinates to use the method!”
To which Richard replied:
“Right! How can you tell if a person is using the method if you don’t know the method yourself? And just as you have firsthand experience in using the method, you can think of ways to “prime the pump” to get others to do it and them see whether they understand by looking at what they do. How can the boss do these things without walking the talk themselves?
I really think this is the least appreciated requirement for getting results from TWI. All of management should take the 10 hours, right to the top. And it should be done as the first phase of introducing the program; management education with focus on how to get results after the basic training in the 10 hours.”
Thanks for the great dialogue!