Step Two. Use an informal setting as you did in step one.

 First remind them that this is the second time you are addressing this issue and there has not been much change in behavior.

 Then repeat Step One i.e., you identify the behavior that you want to change and explain why it is important. You get them to agree to change.

Then you go back to your office and write down what happened and put it in their file.

Step Three. This is a formal meeting.

 Early in the morning you ask them to come to your office later that day. For example, at 8:00 a.m. you may ask them to stop by at 4:00 p.m.

This will give them the opportunity to reflect on the meeting.

 At the meeting you will repeat exactly what you did in step two however, with this change, all of your comments are also in a letter which summarizes the first two meetings.

You read the letter to them.

Then ask them for comments and get them to agree to attempt to change their behavior. They sign their name to indicate they received a copy and that they understand what has been written.

 After they leave you write down what happened and put that in their file with the copy of the letter they have signed.

Step Four. Repeat Step Three with the addition of reminding them the next time you meet on this issue there will be an exit interview.

Step Five. Termination and exit interview.

 Some with interesting methods for improvement in business or self.

When I find a book that you should read, I’ll share.

Here is one.

The Goal

By Eliyahu M. Goldratt

I like Tom Clancy and Clive Cussler novels. Spy thrillers are good books for me and easy to digest.

That’s a metaphor I use to tell others what kind of book I’m reading. Tom and Clive write wonderful books that have “Cheeseburger in Paradise” taste and nutritional value. Other books seem more like “Spaghetti and meatballs” with some more substance.

And then there is a Prime Rib dinner.

‘The Goal’ written by Eliyahu M. Goldratt was published in the George Orwelling year of 1984 and is “A Prime Rib dinner.”

I first read it as soon as it was published almost thirty years ago. 

It pretends to be a book about manufacturing and “Optimized Production Technique”. It focuses on “The Theory of Constraints” or as we civilians say “Bottlenecks”, but I believe its application is suited much more than just manufacturing. When you read this book, you might understand its application to you.

It is written as a novel where Alex, the main character, has been given three months to improve production (output) at his plant or else.

Alex runs into Jonah, his old physics teacher, by accident (or not). In a series of random and unexpected meetings Jonah challenges Alex to “Look at things differently”.

 I think Jonah is Socrates disguised.

Here is an example of Alex’s sequential discoveries. These five steps are at the heart of the “Quality Movement” of the 1980’s.

1. Identify the system constraints.
2. Decide how to exploit the system’s constraints.
3. Subordinate everything else to the above decision.
4. Elevate the system’s constraints.
5. If in the previous steps, a constraint has been broken, return to Step 1, but do not allow inertia to cause a system’s constraint.

Alex goes with his young son on a Boy Scout hike and watches the line of scouts move as slowly as the slowest scout. Then Alex uses one of Johah’s observations and changes the dynamics.

See, it’s not just about manufacturing.

 Marcus Buckingham’s book “The One Thing You Need To Know” was written out of the frustration of no satisfactory answer to Curly’s statement in the movie “City Slickers”.

Well wouldn’t you know that “The Goal” ends with a similar scenario.

Alex has turned the plant around and is promoted.

Alex is explaining this to Jonah and says, “But I thought that making money is the goal. It is, isn’t it?”

“Making money is the goal for a manufacturing organization,” he says. “But it isn’t mine, and I don’t think it’s yours.”

And I say, “Well…ah, I don’t know.”

“This is good-bye for now, Alex.” Jonah says. “We’ll be in touch. Meanwhile, I have a suggestion for you.”

“What’s that?”

“Think about what the goal should be.”