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CEO's DIARY: Improving our time cycle

1st Sep 2006
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It's been a slow month

August 31 ' Typical August. Low sales, and low cash received. Spent time with #3 on the cash today, but there's little we can obviously do. But I have asked people to be really keen on getting bills out when they are due. I still wonder whether we can't improve our time cycle here. We can't bill many of our bigger customers for installation work until we have a site sign off. These are our big delaying factors, and we do not by any means get all of them electronically.

I'm going to push really hard for this. It should go in our standard terms. Office is already arranging it!

* * *
August 30 ' Mrs CEO asked to see me to discuss Ops. I decided to bite the bullet and did, straight away. It took time (all things take time with her) but the outcome was fine. She, like her ex-husband seems to agree that they've decided to back me and they've got no other option but do so right now, so Ops has to toe the line.

However, I'm aware that this won't last forever. As someone on this site mentioned, I now have to show that I'm not just a boss who can take control but one who can deliver results.

In that respect my afternoon was great. I spent it with the two students we've had who have been doing market research. Their report is really good ' it would have cost a fortune if we'd put this out to contract. They've scoured the country for who claims to supply our service. We can now pinpoint who thinks they compete with us, and where. And for anyone of any size they've got accounts and an analysis of size of company, financial track record, number of employees and so on. This then let them plot us against the competition in terms of apparent growth, profitability, balance sheet ratio comparisons (which are quite good, I'm pleased to say) and productivity (which shows they technology changes we have made were overdue).

What they have not been able to do is pinpoint too many of the customers each competitor has, but I can live with that. The resource is being made available to all people internally, which is a risk as it will leak in the end but is worth it as it means people can pitch against other companies with greater confidence that they know what the strengths and weaknesses of those other concerns are.

And there's one company that is clearly operating on very tight margins who look quite vulnerable. If the client wants reassurance I wonder how having poor financials helps? Maybe most of their customers don't know ' but I do wonder whether we can use this when we pitch against them. Is this ethical?

* * *
August 29 ' I took Monday off. After the disruption at the end of my holiday I had a duty to be with the family.

I've got to say that it feels like the place is getting over some of the holiday mood. Some are still off ' but we're clearly beginning to feel like autumn is upon us and things are getting serious again. I need to grab this chance.

Began the day with a round up with the managers ' at least those not on holiday. The good news was that I had a much less strained conversation with Ops. It's going to take a long time to restore the old trust. Maybe that can't happen, if I'm honest. The relationship has changed and I have to accept that fact. But he seems to be focussed on what he's trying to do again. In fact, of East, West and Ops I have to say Ops is the one most clearly focussed on market development rather than on being a reactive manager.

I'm taking time out as far as possible to play with ways of how to take forward the ideas I discussed with the customer at the end of last week. Which leads me to ask a question. How do others brainstorm for themselves? I've tried various methods but am curious to see how people record their findings.

* * *
August 25 ' Went out to see our third biggest customer. I'd have liked the chance to talk to people whilst travelling, but this fitted no one else's agenda, so I've lost some communication time internally.

Externally, things are more interesting, and this is where I have to think now. The 100 days or so of getting the internal process under control are over. Now we have to prove we can make progress. And this customer is interesting. They're not 100% satisfied with our product. They're 100% satisfied with our service. But no one has tried to talk to them about what we can do now with our new technology. They like that. They're keen to trial it, and I think a small trial order will follow. But what they're really keen on is something that integrates what we do into their own systems more readily, so that we can be shown to have a) delivered what we promise b) proved that they meet the standards required of them which c) ensures that they in turn keep their clients happy.

Which just proves what I've always suspected in life. People don't buy from us for what we supply. They buy from us because of the feel good factor we can let them sell on. We don't supply a product at all in other words (looking at the package as a whole). What they really want is the knowledge that things are under control, we're making sure that is the case regularly and that as a result we improve the quality of their product offering without them having to do more than pay us.

I really need to work out how to exploit this.

* * *
August 24 ' Ops sent his report. It was poor. I sent him East's to show him what I expected. I'm going to keep the pressure on him.

And then I spent time with East (who is on holiday next week) and #3, who is also having the week off. It's clear both are 100% on board.

More important though, East has ideas that he's not shared before. It's clear he sees opportunities for product and sales development in ways that pretty much accord with my own. This is exciting.

I ended the day with Office. She's going to run the ads for my new assistant and do the admin of the application process. I need to strengthen the team loyal to me.

And the ex CEO also reported in, at least. His message was simple. He said that if Ops had been a twit (or words to that effect) I was quite right to deal with him. Which is a relief as I half expected trouble there.

Tomorrow I get out there again seeing customers. This debacle has distracted everyone.

* * *
August 23 ' Well, this was always going to be a difficult day. There could only be one winner, but the injuries inflicted were always going to be the real issue determining the chance of survival.

So I'll cut to the quick. I won. And the immediate injuries appear superficial.

Ops arrived on time. The Chair was present. Ops brought no one with him. He was asked if he wanted to. He said no.

I made clear that I was conducting a disciplinary hearing. The charge was insubordination in undermining my instructions and then refusing to attend a meeting without reason being given.

It was all over rather quickly. Ops responded immediately. He agreed with the charge he said. He'd been a twit, he said. Actually, he put it rather more strongly than that but electronic filters and respect suggest the precise language may be inappropriate.

And he admitted he'd undermined me. He said he was angry with himself for not having been able to make big changes, see a bigger picture or seemingly win the loyalty of some people in the way he thought I already had. So he'd been destructive about it.

I admired his candour. I asked if he wanted to add anything. Only an apology he said. I thanked him, but made clear that this did not mean the issue was to be ignored. He had agreed to a serious disciplinary charge. It would remain on his record. If repeated it would be a sackable offence. This would be noted in writing. He was told he still had the right to appeal to the Board.

He said he wouldn't exercise that option. We shook hands. I suggested it best if we left discussion of operational issues for another day, but made clear I wanted his report. He hadn't done it. I was unambiguous. I had to have it in the morning.

I suggested he left to deal with it.

The Chair and I went out to lunch. I admit I was shaken by this. I thought Ops was my friend, a mentor even. That relationship is dead. He's ended it. I'm sad. But perhaps I have to be realistic. It was never going to be easy for him to step down, see me take his place and stay on board. But I hadn't anticipated this outcome.

This issue now is what happens next. I really don't know if I can trust him. He has to win that confidence back. And what will the still silent shareholders do? Can I survive having exercised coup de tat on all three of my fellow board members? As the Chair said, this probably comes down to cash. The shareholders would jettison me and Ops if their cheques did not arrive. He thinks I shouldn't assume emotional attachment on their part for Ops ' after all, he joined me in their dismissal from day to day operations. But if I can't deliver now there's no doubt about it. My own days will be numbered, and I have a rival in the wings, who I'll have to watch.

After discussion the Chair agreed to return with me. He briefed the other managers on what had happened. Three of them are clearly supportive. I think West realises that the risk of not being so is high.

If the shareholders don't rock the boat I have a breathing space. Let's see.

* * *

August 22 ' I'd told Ops I wanted to see him at 11. That gave him time to get down. And he didn't arrive.

I rang him at 12. He didn't answer. So I got Office to call him. He did answer. It was clear he was avoiding me. Office asked him to call me. He didn't. He'd told Office he was having a customer meeting. His online diary gives no clue as to who it might be with.

I rang him again. He didn't answer. I spoke to the Chair. I sought his advice.

He told me to advise the shareholders of the issue. This is one advantage of writing lots down! I mailed them.

By 4.40 I had no answer from them, so I called Ops. He replied. I told him wanted to see him in the morning. He said he couldn't but would not explain who he was going to see. So I told him that the meeting was to be a disciplinary hearing and he was welcome to bring a colleague or legal representative with him if he wished.

I couldn't see what choice I had. Ops seems determined to ignore my status. If I don't win then he'll undermine all I'm trying to do.

I sent a mail to the shareholders. Neither responded. Of course, they might be away.

Chair agreed to be in tomorrow.

What a return from holiday.

* * *

August 21 ' It's been a long weekend, and a longer day.

I was in here on Saturday afternoon and all Sunday. But that cleared the paper, the emails and gave me a chance to read much of the data from #3 and others on what's happening. And my overall feeling on all that? The East/Office/#3 team have done well. They have, in fact, done all I could have asked of them.

West has not.

His reporting is patchy. Each manager was meant to have a debrief report on my desk for the fortnight for Sunday, for example. He hasn't done one. Nor has Ops, come to that.

Neither has completed the sales reports I want, weekly. Since this is a commentary on computer generated data I can get the database reports my self ' but even they don't look as comprehensive as the information East is asking for from his team.

As for Ops, he has not done a report. Nor was it clear what he had done, or achieved.

So today was a matter of talking to people. It's easier face to face. I dealt with the easy ones. East was, I think it fair to say, furious with Ops now I talked to him. He's really bought into what I'm trying to do and is giving it his all. He's livid with Ops for supporting his team member who was in sales who is not committed to the new way of working. And he's furious that Ops seems to have tried to undermine what I'm seeking to do, and is swaying West in the process.

Office and #3 were more direct. They reckoned Ops had been seriously disruptive. They felt his entire fortnight had been designed to convince people that he had always been right and that they should really ask to have him back. Mind you, they also thought that this was hollow - because they got the clear impression he and his wife were really pleased to be in the North. I think the contradictions were what really annoyed them. They didn't believe he wanted to be back at all, but he seemed to want to undermine me. They were unambiguous about this.

West was circumspect with me. I challenged him on why he had not done his report. He was too busy, he said. Doing what, I asked? How could I know if he hadn't reported? Why didn't he when the others had? He said ops hadn't. How did he know I asked? Ops had told him he said. Why, I asked? He saw the trap he'd set. Had he said it wasn't important, I asked? We had an awkward time. But I've learned over time that one of the most powerful things I can do is to simply sit in silence. I can do this for quite a long time if required. So I did, and as usual, the person I was sitting with broke first. It's amazing how most people can't stand silence. West agreed Ops had told him that written reports did not matter. Actually, he'd told him much of what I'd suggested was, apparently 'crap'.

Did he agree, I asked? I sat in silence again. I think he realised on which side his bread was buttered. No, he said. In that case, I said, I'd like your report in 30 minutes.

I got it.

Ops gets it in the morning.

* * *

August 17 ' I called East again to discuss what had happened. I had a plan. The team I have created is one of equals, me apart. Ops, East, West, #3 and Office all report to me. They sit as equals as members of the management team. It's true that Ops remains a director. It could be argued that makes him the first among the other equals. But when he accepted the new role because he wanted to step down as effective CEO he also accepted he gave up the right to command others. They became his colleagues.

What has happened is that he has directly issued instructions to people in East's team. That contradicts the work pattern that has been agreed, and has been discussed in the team meetings we have had. There we agreed that anyone (me included) who wishes to discuss an issue with someone will, unless it's an emergency, advise their line manager of the issue first, and seek consent to talk directly to the employee involved. If not the line manager is undermined, and their authority is reduced.

It might be old fashioned, but it's also obvious. You can't ask someone to accept responsibility and then undermine them. It just won't work. But that's what Ops has been doing. Thankfully, on asking East, Office and #3 if I had complied with the rules it was confirmed that (pretty much) I have.

So I decided I had no choice but act. I had the evidence from East in particular. I called Ops. He was surprised to get my call. We started with a general chat on how things were. Then I said I had an issue to raise. I have to admit, he'd been edgy until then so I guessed he did not think I was being just curious.

I expressed concerns about what had been reported to me. I made clear my concern was that his colleagues were suggesting that he was undermining them by talking directly to their staff without consulting them, and that he was not advising them of what he was doing.

He didn't deny a thing, in a sense. He simply said I'd asked him to cover, so he'd done that, just as he'd always done it. But, I pointed out, things were not as they'd always been. And he was not in the position he'd been in. He was now team leader in the north. He did not have the job he used to have. So he played by the new rules. I was direct. Had he played by those rules with other people's staff? Or had he issued direct instructions to them?

He admitted he had. In fact, he was unabashed about it. He said this was what he'd always done.

I tried to be calm. I made clear that this was in breach of what he had agreed to do in his new role. But, he argued that this was not the role he'd been playing. As my understudy he claimed he was doing his old role.

I immediately made clear that my role was not the same as his old role. I asked him whether he'd realised that? His answer was telling. He said that was my choice, not his, and he was carrying on in his way.

I kept my cool. I said I would reflect on what he'd said and would ring back in 30 minutes.

Thankfully, my wife had taken all the children out, at my request. I called Chair. He was available, thankfully. I told him what I intended to do. He agreed I could do it.

I rang Ops. I told him he was relieved of his duty to act as my understudy and I wanted him to return to the North straight away. And I wanted him back to see me on Tuesday. And I told him of my intended next action.

I then rang East and advised him he was my deputy until I returned on Monday.

East was surprised and pleased, I think, tainted with worry. Ops put the phone down on me. It didn't help his case.

It's going to be a fun return to work.

I phoned the other managers and told them of my decision and the reason for it.

It was a long morning. And then I debriefed with the Chair (quickly) and my wife (at length). Thank heavens for her. She's remarkably supportive. I appreciate that. She's even agreed I can go straight to the office to sort things out on our return.

This wasn't the holiday outcome I wanted.

* * *

August 16 ' Had a call from East. He said he was calling after discussing issues with Office and #3 (and I confirmed that by talking to them).

They're worried. Worried enough to call me before I return to work. East was Ops #2 so I reasonably expected loyalty from him to Ops. So it was more surprising to find he was calling to say he was worried about what Ops was doing whilst I was away. Basically, they all seem to agree that Ops has been telling people, including those who report to #3, East and Office, that they can ignore what I've been saying. The reality is, according to what they report of what Ops has been saying (and West, they say has been happy to go along with him) that things will carry on as before and all I've done is a just a charade.

No it isn't. I've not just changed structures. I've changed reporting lines, and reporting (to some degree) and decision authority levels and more. And if Ops is saying all that can be ignored he's very, very wrong.

I sort of appreciate them calling me. I can see why they have. They're clearly stressed. And they've had a hard time (for example East has the salesperson who does not like my new arrangements and Ops has told him to ignore them, completely undermining me and East ' although of course, I have to accept this is East's version). And they want me to be prepared before sailing back in thinking all is well.

But now I have a conundrum. Do I do anything before I return? I'll sleep on it.

* * *

August 14 ' Holiday is a time for reflection. It's also a time for not posting to the net ' but I'm writing this even though I know it won't go up for a few days.

I'm sure it's not the best management style to justify what you've done after the event ' but I also suspect it's one of the most commonplace. Whatever, I've been thinking about what I've done in reorganising the company since I became CEO.

Two things strike me as so obvious they hardly need comment. #3 was ready to take over accounts and Office was ready for the promotion I've given her. Both have taken to the new responsibilities with ease.

I guess this has lead me to another conclusion. That is that I was also ready for the change.

But these were the easy bits. The sales and operations teams have seen the big changes. Here (whilst on the beach, dodging showers, taking steam train rides and having dinghy sailing lessons ' which were fantastic, and to be repeated at home) I've mused on that quite a bit. The reality is that I appear to have given a lot of people more responsibility. At the same time I've also made the lines of command a great deal clearer, and given people the right to escalate an issue up the command chain when appropriate to people who have the authority to take the matter on. Personally, and in retrospect, I think this is what I wanted ' and I think it will be the strength of what I've done when it beds down.

Of course some won't like the changes. There's bound to be more than usual staff turnover in the next year than has been the case in the last year. The stock controller is not, for example, happy about reporting to #3, when Ops used to ignore the role. And I think at least one of the ex sales team is already suffering discomfort because the new arrangement requires the sales team to be much more accountable than before both to specific managers (East and West) but to people on the ground (their team colleagues) and for specific clients ' for which they can then be accountable. Well, I can live with losing people for that reason.

But my big concern is that this is seen as unfair. Someone on this site said they would not take responsibility for decisions at work. That, they said, was not their job. Others implied I was extending responsibility. The first comment has stuck with me and continues to seem sad (I use the term seriously ' what worth and self esteem is there in work with which you won't engage?). The second has also made me think. And I've concluded I've got the balance right. Previously people had a confused line management structure (there was no structure) and a very unclear promotion, responsibility and reward hierarchy. That might accord with ideas on 'flat structures' but I'm not sure I buy these. I think people like structure so long as they have scope to work within and develop those structures, and can be sure that they are not struck on their own when the proverbial hits the fan. I've made sure the latter is not the case. This structure is meant to include safety nets whilst encouraging people to take risks within acceptable parameters.

I think that's fair, and will result in greater morale, lower staff turnover once things settle down and long term commitment as people see that they can progress within their existing roles and into new ones if they want them.

I feel fairly confident I'm right, even though I'm pretty sure that this is not the approach of larger businesses that seem to let people sink or swim right now. But maybe that's a strength of being an SME. We don't have to be like a large business and can exploit the talent that is not attracted by such operations.

* * *

August 4 ' Worked hard and late to produce my handover document for the period whilst I'm away. The effort will, I think, be worthwhile. It's meant to be a template for others to use in the future.

But what struck me this morning was just how tired I am. I dragged myself into here. I'm sure I'll get through the day, but nothing, and I mean nothing, seems more important than doing nothing right now.

It's been an amazing few months. I wanted the job I've got. But nothing prepared me for how tough it is to be #1, all the time. I've got a good Chair ' and I speak to him more often than I note. But there's that continual feeling that the buck stops with you, that there's no safety net, that you carry the can. I've not had that before. It's a bit like becoming a parent. The responsibility that creates is something you can't explain to someone who hasn't been one. Well, so it is with being CEO.

And I need a break.

I wonder if I'll get it? My phone will be on. Most of the time.

* * *

August 3 ' A success story. One of East's new team leaders has landed us a useful order, and precisely because of the changes I've made. He said, quite simply, that he didn't know it was his job to sell before. But now he knows he can, he did. OK, East and his ex-sales support helped close the deal, but there's no doubt the running was done by the Team Leader. And he's going to earn a useful commission over the coming months as a result.

All of which gave me a chance to broadcast the fact on an 'all staff' email. I like saying thank you and applauding good work. It's not something this company is accustomed to (although the accounts team are, most of the time). I want it to become normal. It's harder to find the positive to talk about when the whole of our culture is about the negative, but for precisely that reason it is noticed.

It doesn't take much effort to show you appreciate things. But I am, for example told my habit of replying to emails saying just 'thanks', or 'good' or 'OK, will do' is appreciated. I hate being ignored. So I presume people send me emails for a reason, and if they do I try to be positive in return. It's weird, but I know this is working because those who are my eyes and ears here (#3, Office and, to my increasing surprise, East) are telling me its working.

After the management meeting I need to believe that.

And I guess we have other reasons to think it's working. The order book seems as good as I'd hope for right now, and we're hitting budget targets despite the disruption that's dominated much of this year so far. That's not a bad basis for preparing for holiday.

There's another shock coming their way too. I don't just plan to leave. I have written my notes on all live issues and who I want to handle them whilst I'm away. I'm talking this through with each manager. And whilst Ops is sitting in my seat for the fortnight I'm making it very clear I remain in charge. If any manager has a real concern (and I have stressed it had better be real) they can call me.

Not that we're going far anyway. I'm baffled by those parents who want to take children on long flights on holiday. No, North Norfolk in a rented house will do us very nicely thank you. Tea shops for Mum and baby. Plenty of activity for me and the older offspring. And with luck it won't get too hot again.

For once, I can't wait.

* * *

August 2 ' Well, that was interesting.

I'm deliberately trying to create a new structure here where there are concentric teams which support each other. So, I have a management team that report to me, each of them has a team in turn that they are responsible for, and who report to them, and so on. Of course, each team has a duty to work with other teams as well.

Within the team the logic is simple. You might have different jobs to do. The market might value your jobs differently, and so might we as a result, but at the end of the day you're mutually dependent upon each other to make this work. That doesn't mean there aren't leaders and followers; quite clearly there are, and I have nothing against that at all (each role being really important ' and I read an article recently on just how undervalued good following is, which was really interesting). But it does mean that mutual respect is needed.

And I'm afraid that wasn't as in abundance as I'd have liked yesterday. Ops tried to muscle in too often and then didn't like it when I asked others for their opinions. He's not adjusting to his new role as a team player at all well. West (who is on holiday) did not send a report, even though he was asked to. East, mind you, who was Ops #2, was really good and I felt used this opportunity to shine. He didn't criticise his old boss, which was wise, but when we were discussing the problems he's having because he's lost staff in the reorganisation he showed a real maturity and sensitivity. Ops dismissed that.

And as part of my plan to make sure each person is heard I had Office and #3 present reports ' which they did. Both had also done what I asked and had prepared written reports in advance so we could concentrate on required actions in the meeting. I was really pleased with them.

But I'm troubled by Ops. He's covering for me when I'm away. I'm already wondering whether I've made the right choice. If East had less on his plate I think he might be up to the job.

* * *

August 1 ' Writing at 6am having been woken by a fractious 9 month old who is now sitting happily in her push chair, thumb in mouth, fast asleep at the other side of the room whilst I have given up on sleep and am preparing for the day, the key feature of which will be a management meeting.

Management meetings are new to the company. Ops did not have meetings. Nor did the old CEO. Thinks just permeated (or did not) and decisions were made (or not) and no one was sure how (or not). I don't like that. I'm quite sure it's OK in a small, new, fast growing company of a limited number of people. But we're not small, or that new now. We are not fast growing enough, and a lack of knowledge is hindering that. So, each month I'm requiring the management team to come together and have a proper meeting, which will be minuted.

Usually these will take place on the third Tuesday of each month ' but as I'm going on holiday at the end of the week and, to be honest, I don't have the confidence that anyone else will carry this through right now (although it's a hope that they will be able to do so in due course) we're having it today, even if that means that not everyone else can be present.

I'm aware from our previous meetings that this is not going to be easy. Ops, East and West tend to speak too much. Office and #3 don't speak enough. Which is a straightforward gender issue. Ops and East have shown no inclination to prepare for the meetings; Office and #3 have, so has West to a reasonable degree. Ops in particular has shown no interest in follow through from the minutes done to date.

There's a big cultural issue to tackle here.

And I admit, I realise I am going on holiday on Saturday and I'm beginning to feel very tired, to which this early start has not contributed. I'm not sure I realised that this would be quite so tough.

In July the CEO began to come to terms with the enormity of the task facing him.

For previous installments of the FD's Diary, see:

June
May
April
March
February
January
December
November
October
September
August
July
June
May
April
March
February
January
December
November
http://www.accounting

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Replies (14)

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By AnonymousUser
31st Aug 2006 19:18

Airfix
Almost off topic, but not quite - that Airfix's parent, Humbrol, just went into administration as a result of its key supplier Heller going into administration (plus their own long term cash flow issues) makes a point about the financial stability of your suppliers.

Risk management I think is a valid marketing point. What happens to you if a key supplier goes bust? (Happened to us with some key pcbs - we bought the remaining stock from the liquidators, but still had a few months gap before a new supplier could come on line)

Perhaps you could work the domino effect into casual conversation...

I'm going shopping for a few Spitfires...

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By jdawes
11th Aug 2006 13:35

The next step
Here's a thought for your return to work. You've got your management structure in place. But what do you plan to do with it? What are you going to try to achieve in the next few years? You may or may not have inherited a plan from the previous CEO or Ops, but you're the boss now. And I don't just mean an annual budget here, I mean a proper, well thought out, long term plan. This would certainly not be restricted to P&L and Balance Sheet numbers, but a full range of milestones and key success factors. You can get input from your new team, which will give you more useful information about how engaged they are in the new structure, and get them to own their part of the plan.

Once you have that, you need to work out how to measure whether you and the team are delivering against the plan. That doesn't just mean variance against budgeted profit. The books on the "balanced scorecard" and the "performance prism" are quite useful. Lots to do! Hope you had a good break.

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By User deleted
23rd Aug 2006 15:44

Ops
It's true that he wanted to step down, but maybe it's a point that he's not reminding himself of as regularly as you are.

The issues have clearly come to a head in your absence, so I hope you get the right outcome for the business.

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By Brian Gooch
04th Aug 2006 15:39

Kids & holidays
I agree entirely with the comment about contemplating flying with young children in tow, and that's before you consider that the carbon impact of flying is much worse even than driving.

North Norfolk is really nice (so long as you don't have to live there!) - visit Sheringham for beach, steam railway and nice shops, Holt for lovely market town, Cley/Blakeney and Wells for harbour/wildlife.

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By AnonymousUser
05th Aug 2006 22:49

The Truman Show
Given that Accounting Web is popular with accountants, and that the CEO's diary is one of the most popular items, surely the accounts team at the CEO's company read the diary? What do they think of it?

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By User deleted
07th Aug 2006 11:16

Ops
I'm new to reading this blog, so let me see if I can get your issues with Ops clear.

You've taken his job, promoted his number 2 to an equal status as him and demanded that he is treated exactly the same as the other members of your newly-formed executive committee. Although he is to be in charge whilst you're away, you're not sure about that decision because he's not showing as much enthusiasm as the people you've promoted.

Perhaps he needs slightly different management to the others. Just a thought.

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By listerramjet
04th Aug 2006 13:23

it is understandable
that you want to be contacted if there are problems, but you must also be fair to your family and yourself. You will have a voice mailbox on your mobile, so use it, and only pick up messages at a time that is acceptable to your family.

it is also a test of your commitment to delegation. You have dealt with the known issues, and made arrangements for your managers through your absence - now you have to be brave.

perhaps the bigger test will be if there are no messages - will you be tempted to ring up to check?

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By User deleted
21st Aug 2006 17:36

Ops
I thought I should remind Matthew that Ops wanted to leave. I didn't push.

So this fix is as much of his creation as mine.

I have needed to remind myself of that. It's helped me keep a perspective on it.

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By David160
22nd Aug 2006 23:07

The relationship between OPS and FD
Some time ago the relationship between OPS and FD seemed to be very good. Now it seems to have gone bad. Why is this? Was it the work that caused the problem, or was it something personal?

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By AnonymousUser
22nd Aug 2006 10:22

Help with trade fairs
Sorry that this is late but is in response to posting of 31st July. The link below is to a product developed under the Leonardo programme of the EU to assist SMEs. The particular product is intended to improve SMEs use of trade shows by providing a rigorous planning process prior to the show and a similar follow up procedure. It was trailed at a conference at Henley earlier this year and seemed to get a good response. There is a charge for the product [and I'm nothing to do with the organisation distributing it]. Have a look it may be helpful.

Link http://www.webfair.se/

Presentations given at Henley to explain the product and other details of the event can be found at
http://www.henleymc.ac.uk/FWF/SMEForum06.nsf/pages/home

Hope this is useful

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By AnonymousUser
23rd Aug 2006 12:42

Know disciplinary procedures backwards
It really is essential that you know your disciplinary procedures backwards and that they comply with the minimum legal procedures. In particular, you need to consider who will take notes [can be yourself if you are comfortable/used to doing that] and who, if anyone, will provide the appeal stage if needed.

As for the comments about CEO being confrontational I believe that there is sufficient prima facie evidence of OPs actively undermining his line manager and I think that at such a senior level in the organisation that can't simply be dealt with on an informal "you've been a silly chap" level.

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By sean.acton
23rd Aug 2006 10:48

OPS and the CEO
I agree with David comment I too cannot understand why the relationship with OPs has changed. I thought it could be personal as well.

I understand that OPS wanted to leave and the CEO found an ideal solution, I do feel that the matter with what happened whilst he was on holiday has been dealt with in a very confrontation way rather than Ops what a silly fool I thought it would take a little while to change his spots.

Could it also lead to problems with the shareholders. A total breakdown in the relationship has now happened with only one likely outcome.

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By keith.donovan
30th Aug 2006 14:57

Sadness
This comment surely refers to me: "Someone on this site said they would not take responsibility for decisions at work. That, they said, was not their job. ... The comment has stuck with me and continues to seem sad (I use the term seriously – what worth and self esteem is there in work with which you won’t engage?).".

What I hope I said was: not everyone welcomes being landed with extra responsibility for making decisions affecting many people. I said I was a born employee, but not that I do not take responsibility for decisions at work. I did say that I have no desire to take on responsibility for the effects of strategic decisions; doesn't turn me on at all. Those who make strategic decisions need the ability to live with (or deny) the possibility of failure, and to forgive (or delude) themselves when a decision turns out to have been wrong. Some find that easier than others, and I don't think that, short of brain-washing, it can easily be acquired.

I "engage" fully with my work, take full responsibility for what I do. Choosing the right thing to do, when and how, is down to me, as are the consequences of bad decisions. I am no dogsbody: I am a confident, self-managing self-starter (forgive the clichés). The CEO should value people like me: we make sure things work well at our level and free him to run the company. However, I have no appetite for making decisions that could damage a company and affect its entire staff. I just don't get my kicks that way: I get them from doing things that are valued, my way, and well.

I admire the CEO. I would never class him with the politicians I mentioned, whose arrogance and lack of self-awareness let them believe they are the best people to take decisions that can affect millions of people. The ex-FD is finding his larger role refreshingly challenging and highly rewarding: he feels he is ready for it and is capable of discharging his responsibilities. I don't believe he is in it for the adrenalin rush or the ego boost. In turn I would like it if the CEO could understand that, although I don't share his ambition and could never revel in his level of responsibility, that doesn't mean I am sad.

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By slarti
01st Sep 2006 19:01

Good workers should be appreciated not ...
... promoted to where they are uncomfortable.

Keith said
"This comment surely refers to me: "Someone on this site said they would not take responsibility for decisions at work. That, they said, was not their job. ... The comment has stuck with me and continues to seem sad (I use the term seriously – what worth and self esteem is there in work with which you won’t engage?).".

What I hope I said was: not everyone welcomes being landed with extra responsibility for making decisions affecting many people. I said I was a born employee, but not that I do not take responsibility for decisions at work. I did say that I have no desire to take on responsibility for the effects of strategic decisions; doesn't turn me on at all."

I can agree with that to an extent, and have always been happy to have staff with that frame of mind. They get the work done, and are not looking to move up the greasy pole, and as such should be cherished and supported.

Steve

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