Marc Haine convinced a client to spend 18 man-hours training each employee. They rewrote all policies and procedures, discovering the manager's micromanagement had created confusion and contradictory feedback. Clear, unified expectations across the organization fixed the misalignment.
I talked him into putting his staff through 18 man-hours of training. Each person on staff received 18 man-hours on training. Was it expensive? Yes. Was it worth it? No doubt. To get to that level, we had to review and rewrite all his policies and his procedures. As we went through it, we realized how there was such a lack of clarity in standard operating procedures. And this was part of the challenge, right? He'd go in as a micromanager. You go in, you micromanage all the little things, but there's no big picture, no big focus on what the deliverables were. So of course, the employees had no clarity. One day they'd do something, get heckled for it. Another time they wouldn't do it and somebody would come up to— one of the managers would come up and go, no, no, you have to do it this way. So we created a lot of clarity for Expectations across the board. And when we were done, everyone was on the same page.
