One time when I had an opportunity to improve something was when I was temporarily given a more senior role in my job. It was only meant to be for a few months while they found a replacement for the last senior, who had left in a hurry, so at first I saw the job more in terms of just keeping things going and basically doing what I was told. I worked for the company on a freelance basis, so even though I had been with them for a number of years, I guess I didn't have that feeling of involvement and I wasn't full time.
However, I did know the job and the company needs, and soon I identified a big lack of direction among the staff. There had been too many changes (my appointment was one of them) and there was no sense of being a team or working together to improve performance. So I started a few new programs: The main one was a series of staff development sessions, which we had not had in that department for a few years. I gave one or two myself, but with encouragement several other people gave them too, and we spent a lot of time sharing ideas and expertise, and looking together at what we needed and could achieve as a team. I tried hard to have a really supportive atmosphere so that everyone felt able to contribute.
The other was a kind of ongoing 'ideas box' where we all put hints and tips for doing the job better or making it easier - we made this into a list and it became quite a feature. In fact the original idea for this list was not mine but that of a colleague - I think one way that I did improve things was making sure that everyone got full credit, feedback and recognition for what they achieved, something the company did not always remember to do.
I also lobbied hard for better equipment, technical training and conditions for the staff - this was not always so successful as of course in this case we ran up against management. But even the fact that someone knew what they needed and was fighting their corner seemed to have a good impact on staff morale. On the whole I think I did get definite results in a short time. I was asked to stay in the job and have sometimes regretted that I didn't, but it's good to look back and think you made a small difference in a short space of time.
However, I did know the job and the company needs, and soon I identified a big lack of direction among the staff. There had been too many changes (my appointment was one of them) and there was no sense of being a team or working together to improve performance. So I started a few new programs: The main one was a series of staff development sessions, which we had not had in that department for a few years. I gave one or two myself, but with encouragement several other people gave them too, and we spent a lot of time sharing ideas and expertise, and looking together at what we needed and could achieve as a team. I tried hard to have a really supportive atmosphere so that everyone felt able to contribute.
The other was a kind of ongoing 'ideas box' where we all put hints and tips for doing the job better or making it easier - we made this into a list and it became quite a feature. In fact the original idea for this list was not mine but that of a colleague - I think one way that I did improve things was making sure that everyone got full credit, feedback and recognition for what they achieved, something the company did not always remember to do.
I also lobbied hard for better equipment, technical training and conditions for the staff - this was not always so successful as of course in this case we ran up against management. But even the fact that someone knew what they needed and was fighting their corner seemed to have a good impact on staff morale. On the whole I think I did get definite results in a short time. I was asked to stay in the job and have sometimes regretted that I didn't, but it's good to look back and think you made a small difference in a short space of time.
