Telling Your Story: A Key to Success

I have had the opportunity to talk to many high-level leaders in both the public and private sectors about the importance of their in-plants. There’s a scenario that plays out in most of these conversations, and it goes like this:

At some point during the visit I’ll be introduced to the vice president responsible for printing. The VP’s name is generally uttered in a lowered tone of voice, somehow projecting a sense of power and/or respect. I’ll be escorted to a plush office somewhere in the administrative suite for the meeting.

The VP usually begins by telling me about the organization and asking for my overall perceptions of the in-plant, those sorts of things. Then he or she will get a really serious look and say something like this:

“I think [insert name of in-plant manager] is doing a good job. I get reports on impressions, numbers of work orders, productivity, waste and spoilage every month, but I’m not sure what it all means. I want you to help me understand what [in-plant manager] is telling me.”

When I hear this I can assume a couple of things. One is that the VP is not looking for an excuse to outsource the in-plant, which is a good thing. If that were the case, the conversation would have been cast in a different light, something like this: “As you know, [insert name of organization] is not in the printing business. Tell me why I should keep the in-plant” or “Should we outsource printing?”

These types of questions are red flags that signal a situation I try to avoid. However when the executive asks for help understanding the in-plant, I take that as a positive sign.

The other thing this conversation tells me is that the in-plant manager may not be doing a very good job of telling her/his story. The things that make sense at the operational level may not mean a lot to someone at a higher level. Remember that the person you report to is juggling several balls and may not be inclined to dig through the minutia to understand what you’re doing.

Based on my own observations and experience, as well as conversations with decision makers in organizations of all types, here are some areas that I think decision makers are looking for.

Know Your Business

What’s more important to the manager of an in-plant: understanding the trends affecting the printing and copying business or knowing the business environment of the parent organization? It’s a trick question; the answer is both.

Auxiliary and support services, like printing and copying, exist to support the parent organization, not the other way around. While it’s important, if not essential, to understand trends in the printing industry, it’s even more important that you understand the operating environment of your parent organization and link printing trends to its strategic direction.

As the in-plant manager, you are the print expert. It’s up to you to lead your organization through the maze of technological change.

Detailed, Relevant Planning

This is a derivative of knowing your business. Management is about planning, and managers who plan are perceived as being ahead of the game. They get it. Organizational executives are expected to both contribute to and support organization-wide planning, and they expect the same of the in-plant manager.

Evidence of strategic planning includes regular environmental and SWOT (strengths-weaknesses-opportunities-threats) analyses, benchmarks and progress reports, unit self-assessments, and a clearly articulated mission/vision that focuses the in-plant’s resources on the needs of the organization.

Two more points about planning. First, consider using an external expert to evaluate your operation. This is something higher education does very well with academic programs. The entire accreditation process at both the institutional and departmental levels is based on a self study validated by a review by external experts, and many colleges and universities are applying the same model to support (non-academic) units.

The same process applies to support units in for-profit and not-for-profit organizations. A self-study validated by an external voice as part of your strategic planning process makes good sense.

The other part of the planning process relates to an action orientation. As a manager, you should be planning. The fact that your parent organization may not include you in the planning process does not mean you’re off the hook. How many times have we seen a request like this on a blog or listserv:

“Help! I’ve been tasked with creating a strategic plan. Where do I start?” The process of assessing your environment through the lens of your parent organization and developing action plans that move your unit forward is an essential component of effective management. All in-plant managers should be doing it on a regular basis.

Don’t Whine

Stuff happens. We all know that. It’s a tough world out there. Your customers are unreasonable and want everything in 24 hours or less. The commercial printer down the street is slashing his prices and siphoning off your work. The graphic designers are designing work that’s too sophisticated for your equipment. Your staff isn’t motivated. And on and on. Get over it.

Executives and institutional leaders have enough problems of their own, so don’t burden them with more. They might begin to think that the environment is just too contentious and maybe the best thing to do is . . . Well, I’m sure you get my drift. To paraphrase an old adage, don’t raise the problem if you can’t live with the solution.

A Mutual Definition of Success

So what’s the key? If it’s a tough world out there and executives don’t have time to really understand the in-plant manager’s issues, what’s the solution? I think it is imperative that the in-plant manager and the executive agree on a mutual definition of success.

The key question is defining what success looks like and how you will know when you get there. To an administrator, success might be no bad news, no surprises and financial stability. To the in-plant manager, success might be satisfied customers, on-time delivery, a positive climate and equipment that works. Somehow you have to blend these two approaches and form a common agreement about what a successful in-plant would look like at your organization.

Then do your best to tell that story, broken into several succinct, timely and meaningful stories. And ask for feedback from your boss.

“Is this of use to you, or is there something different that you’d like to hear from me?” Telling your story in a way that makes sense to the folks that need to hear it may be the key to your in-plant’s success. And from what I’m hearing, it is one of the areas that many of us overlook.