Had to wait in today for a plumber at my daughter's place. She had problems with the plumber before and couldn't seem to get him nor her landlord to solve a significant issue.
When he arrived I was alarmed at his lack of sense or urgency; the problem he was called-out to solve had been a problem for more than two weeks and - to add to the misery - a leak had also developed in the meantime.
Then he displayed seemingly little desire to get the job done. I had to coerce him to go and get the correct parts (another two hour delay!) and then stand over him to ensure he got the job done.
Let me temporarily leave that to one side.
In the week I had a meeting with an old client and our discussion had turned with intrigue to the notion that there is more knowledge than ever before and easy access to it, but people do not seem to know or be able to do any more. We concluded that people did not know or understand or use the basics sufficiently.
Isn't that where the plumber was too? Surely the basics for the plumber was to arrive with all he needed; do the job he was employed to do; leave without leaving a mess or distressed customers. On his first visit he had left leaving my daughter distressed and angry and without fixing the problem. What about Right First Time? What about being prepared? On the visit today he arrived without old towels to catch the inevitable water leaks and without all the tools he needed. What about Customer Service?
Twenty years ago we were labouring with Right First Time; Total Quality Management; Customer Service, etc. We then thought we had those issues covered and moved on to other issues of personal development and empowerment in organisations.
Now it seems we have returned to an era of poor workmanship; poor customer relations; mis-management of time and resources; errors and downright lack or responsibility.
What are we doing in organisations to drive through the basics? What are we doing to ensure we get it Right First Time; that we meet customer expectations and that we deliver what we promise? At a time when many wrongly assume they can save money by cutting training spend (as if it were a cost rather than an investment) we could be investing in the capability we need both now and for when the economy improves.
When he arrived I was alarmed at his lack of sense or urgency; the problem he was called-out to solve had been a problem for more than two weeks and - to add to the misery - a leak had also developed in the meantime.
Then he displayed seemingly little desire to get the job done. I had to coerce him to go and get the correct parts (another two hour delay!) and then stand over him to ensure he got the job done.
Let me temporarily leave that to one side.
In the week I had a meeting with an old client and our discussion had turned with intrigue to the notion that there is more knowledge than ever before and easy access to it, but people do not seem to know or be able to do any more. We concluded that people did not know or understand or use the basics sufficiently.
Isn't that where the plumber was too? Surely the basics for the plumber was to arrive with all he needed; do the job he was employed to do; leave without leaving a mess or distressed customers. On his first visit he had left leaving my daughter distressed and angry and without fixing the problem. What about Right First Time? What about being prepared? On the visit today he arrived without old towels to catch the inevitable water leaks and without all the tools he needed. What about Customer Service?
Twenty years ago we were labouring with Right First Time; Total Quality Management; Customer Service, etc. We then thought we had those issues covered and moved on to other issues of personal development and empowerment in organisations.
Now it seems we have returned to an era of poor workmanship; poor customer relations; mis-management of time and resources; errors and downright lack or responsibility.
What are we doing in organisations to drive through the basics? What are we doing to ensure we get it Right First Time; that we meet customer expectations and that we deliver what we promise? At a time when many wrongly assume they can save money by cutting training spend (as if it were a cost rather than an investment) we could be investing in the capability we need both now and for when the economy improves.
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