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In November of 2002, my family was travelling home on a busy highway when we hit a full grown deer with our car. Going 100km/hr during the impact, the front of my Volkswagon Jetta crumpled like a can. Miraculously, the adults sustained only mild injuries and my 3 month old infant son was not injured at all.I had him strapped properly into a Graco rear facing infant car seat and he didn’t wake up during the impact. I was so worried that he was unconscious that I woke him, only to have him yawn at me and go right back to sleep.With the insurance declaring our car a complete write off, we picked up our personal things at the scrap yard. I took photos of the car and the car seat for my records. After a few days it occurred to me that Graco deserved some recognition for the safety of my baby. I wrote a letter describing the night and sent photos of the car, car seat and my son.A few weeks later I got a return letter from Graco. They had taken my letter/photos and placed it in the lunch room
A leadership development consultant who I follow on LinkedIn, Pam Ross, posted a short video on psychological safety recently that I found particularly interesting.In this video, Pam backs up her claim that psychological safety (a climate where people feel safe enough to take interpersonal risks by speaking up, sharing concerns, questions or ideas) is the number one factor on high performing teams. This prompted me to make the connection that in a manufacturing or field services environment, physiological safety can also translate to physical safety. Do you agree? Watch the video clip here >>>
Change Curve In 1969 Elizabeth Kubler Ross, a psychiatrist developed the Change Curve as a way of illustrating the emotional range of bereavement. Over the years, the Change Curve has been adapted and is now commonly seen in business management, as a way to predict how stakeholders will feel during a change project. Knowing, understanding, and normalizing feelings can accelerate change adoption and increase your successful business outcomes.As a Leader, being able to predict how people react allows you to support them, by giving them the right resources. So how do you start? Stage 1: Shock or DenialLike grief, the first step is shock or denial. Once the reality that change is happening sets in, people move quickly into negativity, which is often anger. What can I do?Why do people feel this way? They are often lacking information about the change and have a fear of the unknown. They are also personally worried about looking stupid, not adapting fast enough, or being unable to learn a
In North America, it is mental illness awareness week.Mental illness awareness week is an annual national public education campaign designed to help open our eyes to the reality of mental illness. It’s a special time of year where we can all focus on educating ourselves and gaining a greater understanding of mental illnesses and its impacts in the lives of those who experience them. This year has had no shortage of challenges for everyone, particularly for those who live with mental illness. Stigma, fear, lack of access to resources, etc. on top of a global pandemic can create seemingly insurmountable barriers for those who live with a mental illness to get the support that they need. Similarly, fear and lack of understanding can inhibit others from knowing how to support those around them who may be struggling. Below are some great resources to check out to help you start learning more about mental illness, the supports available and the realities of those who live with mental illness
Before you start any major project or change, there are two important things to assess.Have I mapped out the impact of this change? Is my organization ready?Measuring these two factors beside one another can help you understand the potential risks and to create a robust strategy before starting. Let’s start with mapping out the impact of the change? Here are the things I want you to ask yourself:What is the scope of this work? Is it limited to one group or an entire Enterprise? Are all groups impacted the same or will they be experiencing the change differently? What type of change is this? Is it a simple, single change or is this a complex change with lots of moving parts and dependencies? What is the degree of change to the process? To the technology and systems? Is restructuring involved? Will it change staff levels or affect compensation? And lastly, how much time to I have to implement this change?Based on the above questions is this level of change low, moderate or high?A larger
Building a strong capacity for change is good ROI. The faster any change is adopted and the more resistance is managed, the closer you are to your desired outcome. So how do you get started? The first step is always to communicate the change to create awareness for WHY it is happening and to start to build desire to participate in the change. Tell people what’s in it for them. Ask about the team goals and pains. Tell them how the project will help them. Poor communication is often cited as a major reason for change failure. The earlier you can talk with every impacted group, the stronger the likelihood you will prevent rumours. You don’t need to have all the Project Management details ironed out before you left everyone know that change is coming. Select change champions. This person will lead the project, help people understand benefits, and work through challenges. Your change champions should be mapped out, so every group is tied to someone who will communicate and be an active and
Skills you need to be a master maintenance manager:Planning and organizing work ✔️ Troubleshooting problems ✔️ Managing people and projects ✔️ Storytelling ❓❓❓Listen to Fiix Director of Customer Success Scott Deckers talk about how weaving a good tale can save your maintenance budget from getting sliced and diced.Listen to the full podcast on measuring and sharing your maintenance success stories with Fiixers Jason Afara, P.Eng and Stuart Fergusson here >>> anchor.fm/fiix-podcast/episodes/How-to-tell-your-maintenance-teams-success-story Tell us your success story! How do you celebrate your team’s successes at your organization? Start by celebrating them here 🎉
Blue Rebel Works recently conducted a survey of 118 leaders at all levelsto fully understand the challenges they are facing due to COVID-19. In their FREE summary report, they share several specific findings that emerged, including:3 strategic imperatives to work on 5 key insights about the needs of people and business 4 key skills to cultivate“The writing has been on the wall, calling for an unprecedented disruption of work, business, and life, for years. For decades, the term “VUCA” has been used to describe the society and business world we live in. VUCA stands for Volatile, Uncertain, Complex, and Ambiguous....Then, along came the novel Coronavirus, a catalyst upending traditional, 9-to-5, bum in seat, working environments. Overnight, millions shifted to working from home. This global pandemic reframed what “essential work” is and it forced us to take a close look at the value of roles that may have been undervalued in the past.And it’s forcing us all to learn new skills, connect d
Devon Aaroe (@daaroe), water resource manager for the City of Dawson Creek, first realized the difficulties of leading change when their attempt at implementing a document control software crashed and burned due to lack of buy-in. Visit the full webinar recap page to learn how Devon was able to apply his 5 key lessons learned to drive CMMS adoption and everboarding >>> https://www.fiixsoftware.com/blog/leading-change-webinar-recap/ Can you relate to Devon’s experience? What lessons have you learned about leading change that you can share with the community? Are you currently struggling with buy-in? Reach out to your community. Video Transcript Thanks for having me, it’s good to be here Jason, and chatting with you guys. When I was an engineering student, first starting out in my fledgling career at the city, I took on the project of implementing an electronic document record management system. Thinking this would be the be all and end all. But I failed to realize some key poi
Fiix Director of Strategic Alliances, Sandy D'Souza, participated in a discussion with MachineMetrics VP of Marketing, Graham Immerman, and Founder and Head of Client Strategy at Very, Benjamin Wald, about the future of remote work for manufacturing.In this clip, Graham poses the question, “for some roles, is work from home realistic?” stating that “during times like this” we are forced to determine what jobs that were done manually in the past can be automated, and what tasks that were taken for granted as needed are no longer necessary - what roles should they be looking at and saying, hey, can we maybe take this remote?Ben challenges us to instead look at this question from a different perspective - what jobs can’t go remote - and we may be surprised by what we find when we let go of our preconceived notions about certain jobs.Sandy elaborates on this idea by giving an example in a manufacturing environment where even if you can’t make a particular job fully remote, you can move tow
We’ll get straight to the point: Managing parts inventory is a pain in the a$$.Between just-in-time, rolling average, or sawtooth, there’s no perfect method to accurately predict what parts you’ll need on hand. It generally requires hiring an inventory manager, studying models like economic quantity order (EOQ) and lots of spreadsheets.But there’s a better way.Fiix just launched its parts forecaster, which automatically sorts through a bunch of data in your CMMS and helps you find trends so you can keep the right parts on hand. What is the parts forecaster and how is it different? The parts forecaster works with the parts feature in your CMMS. Instead of relying on spreadsheets or complicated inventory models, it uses your real historical data to predict parts use and make inventory recommendations.It’s the first feature built on our Fiix Foresight AI engine. Since it runs on AI, the parts forecaster can look at a lot of data really quickly. And it’s built right into your CMMS, so it t
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