DEPARTMENTAL DIFFERENCES
Do you find that there are a lot of misunderstandings between the various departments in your organisation? Are you spending alot of your time on conflict management? Is this causing deadlock on decisions, or inaction?
We help organisations to develop effective communication skills between departments that have different approaches and goals.
The principles below can be adapted to any departments, but we are using Sales, Marketing and Operations by way of illustration.
The nature of the roles of Sales, Marketing and Operations in organisations makes it vital that they work and think in different ways. However, that very difference can also cause miscommunication when interacting with one another. This workshop aims to highlight those differences in a positive and appreciative way and provide new understanding and effective communication skills which will benefit the organisation and the individuals involved.
RECOMMENDATION
The characteristics of these functions within organisations are often described in the following way:
- SALES DEPARTMENTS: resourceful in solving new and challenging problems, strategically analysing and generating conceptual possibilities, stimulated by difficulties and quick at devising creative responses, bored by routine and find schedules and standard operating procedures confining.
- OPERATIONS DEPARTMENTS: realistic, thorough, dependable, logically deciding what should be done and fulfilling commitments within specified deadlines, have clear, steadfast and often creative opinions arrived at by careful and thorough application of criteria based on experience and knowledge.
- MARKETING DEPARTMENTS: practical and matter of fact, apply and adapt relevant experience and data to deal with problems, results focussed, decisive and move quickly to implement decisions, prefer all to follow their clear set of logical standards, value competence and efficiency.
When reviewed in this way, it is easy to see why misunderstanding and therefore miscommunication can be commonplace. This has the potential to cause deadlock and inaction, with key input suppressed or ignored. However, understanding the positive intentions and contributions of each role reduces any resentment over the differences and makes it easier for the team members to listen to and learn from one another’s insights.
Therefore, if identified and constructively handled, excellent results can be achieved by utilising the unique styles of the underlying team members, and establishing effective communication skills (inc listening and giving feedback), to produce more innovative and integrated decisions.
PROGRAMME STRUCTURE
In order to provide the best solution for your organisation, the programme structure is divided into four distinct parts. Although it is recommended that all parts are completed, the minimum would be parts 1 and 3.
- Interview an agreed number of individuals from each of the departments (recommended 3-5 from each).
- Workshop for attendees to identify their personality type in relation to their function.
- Communication Skills Workshop, to be attended by up to 5 from each function.
- Training Workshops for additional managers.
One area we excel in is getting delegates to commit to using and applying the ideas and techniques covered in the coaching. Attendees will leave the coaching with the confidence to apply what they have learned and be inspired and motivated to put it into action in the real world.
RETURN ON YOUR INVESTMENT
A management survey highlighted managers are spending 18-26% of their time on conflict management, costing a huge investment of time and the equivalent of millions of pounds across medium to large organisations. Decision making delays and missed deadlines could also affect key business drivers such as speed to market, customer satisfaction indices, sales targets and operational efficiency. With improved communication skills and understanding, these delays can be significantly reduced.
Additionally, the cost of this Programme (exc the Training Workshop) can be returned by saving just three hours of unconstructive time during meetings for 10 executives.
GETTING STARTED
It is important that any work conducted by Assiem Ltd should support the existing structure, rather than attempt to replace what is clearly working effectively. Therefore, all important decisions about content and facilitation are worked through with the management involved.
To understand more about the ways Assiem Ltd can help you, please use the contact box to request an initial discussion.
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