Leading Companies Online Magazine Archives
The "What Bugs Me" List
By Ray Smilor, Beyster Institute Executive Director
We know that big, troublesome issues can cause dissension, frustration and uncertainty in organizations. But sometimes, small issues can as well. How can we find out what really bothers the people in the companies that we lead? If we know what things actually cause consternation, then we can do something about them.
I have a technique that I’ve liked using and that has proven to be quite revealing. I call it the “what-bugs-me” list.
As part of a planning process or teambuilding activity or even a staff meeting, I ask people in organizations that I’ve worked with to talk about what irritates them, what hampers productivity, what gets in the way of getting the work done. In other words, what bugs them? I promise them that I’ll do my best to address their complaints. Often this approach opens the proverbial floodgates in understanding and prioritizing the issues, large and small, that affect an organization’s efficiency and effectiveness. Sometimes the issues are complex. Other times, they seem minor or even humorous. But all deserve attention.
In one organization with which I was involved, the what-bugs-me list included items like the need for flex time in people’s schedules, the lack of adequate software, and bureaucratic difficulties in getting expenses reimbursed. In that particular case, one especially irritating issue that garnered universal criticism was the poor quality of the stapler that was used at people's desks. The staplers simply didn’t work and drove people nuts every time they tried to staple something. The very next day, we collected all the staplers, tossed them out, and replaced them. Over the coming weeks, we then worked with the human resources department to develop a new flex time policy, set up a committee to review software needs, and worked to streamline the reimbursement process.
In another organization, the what-bugs-me list included worries about an inadequate healthcare plan, lack of a clear strategy for the company, and confusion over roles and responsibilities. Staplers weren’t a problem, but people wished that they could have actual cream with their coffee rather than powder. So what did we do? The next day, there were liquid creamers next to the coffee pots. And over the coming weeks and months, we identified and subscribed to a new healthcare plan, revised and discussed job descriptions, and set in motion a strategic planning process.
As these examples demonstrate, the what-bugs-me list can uncover some deep feelings about what is really needed in an organization. Sometimes the issues are large and complex, and take time to resolve. At other times, the solution is simple and quick. For me, the key has been a willingness to listen first, and then take real action next.
Where possible, I have tried to take action on some items immediately, like the staplers and the cream. People can see an obvious response to their concerns. For the more complex challenges, I’ve tried to set in motion, through committees or assignments or ongoing discussions, a no less obvious but clearly committed path to address the concerns.
As organizations develop, new people join, new issues arise, and new challenges are faced. Occasionally taking time to find out what bugs people can be an important reality check that can result in recognizing and solving problems or simply letting others know that you care about their concerns and want to do something to make their work environment better.
What bugs people in your organization?
©2007 The Beyster Institute and its authors and their entities. All rights reserved.
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