This is roughly how such aВ table should look.
Assessments are made based on aВ scale with three options:
• Completely fulfilled;
• Partially fulfilled;
• Not fulfilled.
This assessment should be completely subjective – there is no need to add any sort of numerical proof. The client themselves knows how satisfied they are with the fulfillment of the promise. The only exceptions are the core promises to our customers, which are rarely 100% fulfilled. For such promises, the marketing department usually makes assessments, as they constantly monitor customer satisfaction with what the company has to offer based on indicators that are important to them, then goes on to formulate these promises by positioning the company on the market in a particular way.
In order to monitor how the supplier has processed the client’s comments, you only need three options for the evolution of their assessments:
• better;
• The same;
• worst.
The cherry on top is aВ system whereby clients and suppliers receive automatic notifications byВ email about all changes inВ promise status, assessment and evolution, as well as monitoring ofВ promises that have not been fulfilled for aВ long time, or that have been inВ the process ofВ being fulfilled for aВ long time. The first function is necessary toВ remind suppliers ofВ the existence ofВ the problem or clients ofВ the need toВ change their assessment, while the second lets them remove outdated promises that have already fulfilled their purpose or are no longer necessary and are only cluttering the table at this point. InВ fact, all promises whose source promise has lost its relevance should become outdated automatically, which all interested parties will find out about thanks toВ automatic email notifications.
TaskВ 7
Analyze several ofВ your orders with these definitions inВ mind: are they promises or assignments? At the end ofВ the day, who takes responsibility for their fulfillment?
Who’s to blame?
Do you remember the King from Antoine de Saint-Exupéry’s "The Little Prince?" In spite of his pride, this monarch was wise enough not to give the Sun an order to set early. He understood clearly who would carry responsibility in that case, asking logically: "If I ordered a general to fly from one flower to another like a butterfly and if the general did not carry out the order that he had received, which one of us would be in the wrong? […] The general, or myself?”
Additionally, I am often asked for some reason about the number of promises per employee and setting timelines for their fulfillment. I’ll answer once and for all: the number of promises isn’t limited at all. If someone is ready to take on new promises and fulfill them all, then why not? Time limits can be set in principle, but to be honest, the teal management system does not have a good relationship to fixed deadlines, and coming to an agreement over every single sneeze is unreasonable. That’s why we usually make an "eternal" promise, such as "The floor is always clean," and all related time-sensitive measures are put in place within the framework of fulfilling this original promise, without creating any new ones.
Deadlines
Have you yet to figure out that deadlines are almost always set with a many-fold amount of time in reserve? Having estimated that it will take a day at most to execute a task, a supplier will announce that they’ll deliver it in a week – or two! And yet rarely are tasks completed ahead of time. What’s worse, even these inflated deadlines are often broken! Setting deadlines has the opposite effect, relaxing workers and usually resulting in a slowdown of the work process rather than its acceleration, as strange as that may sound. The reason here is not laziness or inability to plan one’s time. Each employee simply has a lot to do, and the question for them isn’t whether or not to do something, but what to do first. Of course, there are always more tasks than time to do them.
Конец ознакомительного фрагмента.
Текст предоставлен ООО «ЛитРес».
Прочитайте эту книгу целиком, купив полную легальную версию (https://www.litres.ru/pages/biblio_book/?art=68660665&lfrom=174836202) на ЛитРес.
Безопасно оплатить книгу можно банковской картой Visa, MasterCard, Maestro, со счета мобильного телефона, с платежного терминала, в салоне МТС или Связной, через PayPal, WebMoney, Яндекс.Деньги, QIWI Кошелек, бонусными картами или другим удобным Вам способом.
