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OPERATIONAL INSIGHT Ten Steps Shane Sweet T Bio: Shane Sweet is an energy and management consultant with clients in the heating oil, propane and motor fuel sectors. He served the industry as President & CEO of the New England Fuel Institute "NEFI" from 2007 to 2011, and as Executive VP/Director and Lobbyist for the Vermont Fuel Dealers Association "VFDA" from 1993 to 2007. CONTACT: shanemsweet@gmail 802-558-6101 cell/text. Suggestions by readers for future column content, as well as general comments, are welcome. 24 JANUARY 2014 he following 10 steps are a proven and timetested guide to killing initiative, ensuring status quo and removing the threat of success at your company: 1. BE A KNOW IT ALL – Make sure that as the manager or owner that everyone around you is absolutely, positively certain that you are the only one in the company that knows anything about the business. Invigorate your staff with statements like "I've forgotten more about this business that you will ever know" or "If you have any ideas, keep them to yourself." Dismiss outright the notion that someone new with a fresh perspective and fresh set of eyes can bring anything to the table. Reinforce regularly with vitriol and open disdain. 2. DISCOURAGE BACK AND FORTH – Be certain to jump down the throat of any employee that might have the audacity to offer a suggestion on his or her own. Of course, it's always better to stomp on someone when there are plenty of other employees in the room, or better yet customers. When at all possible, use the company email listserv to batter and humiliate the offenders. That will show them all who is in charge and they will never dare to speak up again. 3. BE BUREACRATIC – Hold meetings for the sake of having meetings no matter how many people can show up, and whatever you do don't allow or encourage the free exchange ideas during the meeting. If the World is ending, stick to the date and time and don't let operational priorities get in the way of your meeting. It's probably more important to discuss the paper-clip requisition protocol than whether Joe Customer's problem gets fixed today, anyway. Stick to a strict meeting protocol where no one can speak unless spoken to and-or the topic cannot be discussed because it is not on the agenda (that never gets published ahead of time anyway). Always force others to travel when a conference call or video conference would just as easily accomplish what needs doing. Efficient use of staff time could lead to innovation or, worse yet, profitability. Nip that in the bud now, before it gets out of hand. 4. PROTECT YOUR TURF – Long considered the sole domain of rank & file staff, managers and owners can also do this well if they practice at it. Refrain from encouraging someone else from entering "your space" or infringing in any way in your sandbox, no matter how enthusiastic or competent he or she might be. Remember: circle the wagons when anyone comes FUEL OIL NEWS | www.fueloilnews.com near. This will ensure that nothing new happens and your job will remain secure. Add a dash of passiveaggressive behavior for good measure. 5. LECTURE vs. DISCUSS – Define a "discussion" as you talking and the employee or employees listening. Make sure everyone is aware of what "discussion" means and you won't have to waste time on the back and forth. 6. DON'T JUST COMPARMENTALIZE: BUILD HARDENED SILOS – It's sufficient to have your staff structure the company to the point that no one else might ever be able perform any function other than what they do regularly. Go the extra mile and reinforce the notion that individual employees are separate and autonomous nation-states that really don't have to share anything with anyone, or, God forbid, cross-train one another. 7. UNDERMINE – If you know that Jane is working on a project with potential that you did not think of first, and you feel that if she is successful it will make you look bad throw roadblocks in front of Jane at every opportunity. Don't waste time communicating with your people about who is supposed to be doing what, as it is far more entertaining to let staff flounder about. 8. BE INCOMMUNICADO – Go ahead and set up that new procedure without informing anyone else as to your actions. Take special care to execute new agreements or contracts that will impact others, knowing full well that your people already have the task in hand. You will look like a hero for doing something new and your peers or subordinates will have to put the toothpaste back in the tube with your suppliers, vendors or customers. If you are lucky, your actions will create a Breach of Contract that someone else will have to mitigate. Others will look like idiots for not reading your mind. 9. STICK TO TIME PROVEN FAILURES – On the outside chance that someone at your company comes up with an improvement suggestion that actually sees the light of day, you can always fall back on the "that's the way we've always done it" refrain. It's a winner when it comes to dousing the spark of innovation 10. DON'T TRAIN – Subscribe to the notion that it is better to not train you employees than risk that they stay with you very long. This way, you won't have to pay them more money as their skills and competencies grow. Atta Boy! Atta Girl! Keep those costs down! l F O N