Tales of a Trouble Shooter – Tip 6 (a)

Point of View

The first view point you must take is that of the Managers; the people who hired you.  What do they think the problem is?  What do they want you to do?   How free or unfree a hand do you have?

What changes are possible, what is impossible.

For example, a section of the business may be a money loser; yet, the sentimentality of the owner will not let you close it.

Another section could do better; if… but IF the owners are not willing to invest, there is no sense in writing a ten page brief on why and what and how.

As mentioned before; if there is a relationship between a manager and a worker, and it is that manager who hired you, skip.

If not, test the knowledge of the person who hired you.  If s/he knows, skip.

If s/he doesn’t, then learn if you have a free hand.

Focus on what you can do, not what you can’t.

No matter how annoyed you may be that the business would do so much better if … and no one is interested in your IF, move on.

Sure, in your report, touch on a few points, but just touch.   For if you rile those who hired you, they may not only never call you again, they may convince others not to call you.


What do you think?

Written by jaylar


    • A lot of times, the problems are difficult to see from inside. A fresh pair of eyes sometimes sees something obvious that is missed by those who work there. Sometimes people see the problems but go with the flow, as it is said.