Greater credibility leads to greater influence and management effectiveness and aids our efforts to justify resources and find support for our initiatives.
Management Counts
Ray Chambers, CGCM, MBA, has invested over 30 years managing and directing printing plants, copy centers, mail centers and award-winning document management facilities in higher education and government.
Most recently, Chambers served as vice president and chief information officer at Juniata College. Chambers is currently a doctoral candidate studying Higher Education Administration at the Pennsylvania State University (PSU). His research interests include outsourcing in higher education and its impact on support services in higher education and managing support services. He also consults (Chambers Management Group) with leaders in both the public and private sectors to help them understand and improve in-plant printing and document services operations.
Wes Friesen is a proven leader and developer of high performing teams and has extensive experience in both the corporate and non-profit worlds. A former in-plant manager, he is also an award-winning university instructor and speaker, and is the president of Solomon Training and Development, which provides leadership, management and team building training. His book, Your Team Can Soar! contains 42 valuable lessons that will inspire you, and give you practical pointers to help you—and your team—soar to new heights of performance. Your Team Can Soar! can be ordered from Xulonpress.com/bookstore or wesfriesen.com. Wes can be contacted at wesmfriesen@gmail.com.
One of the most important tasks we can do in our leadership roles is create a culture where our team can thrive and add value.
As work becomes more competitive, we must find better ways to achieve common goals. Here are 10 ideas to help develop greater collaboration.
Organizations where management makes unstructured, random visits to the shop floor tend to be more efficient and enjoy greater morale.
Years ago, after partnering with a vendor to implement one of the first all-inclusive copier management programs in higher-ed, I was shocked when that same vendor approached our administration with the news that we had too many copiers, too many printers and too many copy centers. 20 years later, nothing’s changed.
Often, the VP and the in-plant manager have different perceptions of which data is important to measure and report on. The in-plant manager needs hard numbers to guide shop performance. But the VP needs to know why these metrics are important. Make sure you ask which metrics management wants to see.
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