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When one door closes another door opens……

I’ve lived this saying over and over during my 40+ career years, and it’s true. Having a catch-up coffee with a friend last week she explained that her latest closed door had hit her harder than she ever expected.

Having listened to her talk about what had happened during her time within this organisation I had several thoughts. I’m not going to explain the ins and out of this organisation but needless to say they, in my opinion, have a long way to go in developing their “people culture”. They are phenomenally brilliant in getting it right for their users, but not for their teams.

Having an expectation of your employees to deliver is part of running a business, but failing to get the basics in place to support them to deliver is like asking for a miracle every day. Eventually the teams will break, and just churning through good people is, again in my opinion, a poor business model.

This eliminates trust, stability and consistency to the operation, and no matter how much the senior team think they are doing a great job, they are failing both their employees, their customers and ultimately themselves.

ArgumentsFundamental basics of employment are governed by law, getting these in place and following them isn’t rocket science, just do it.

Basic business management of systems isn’t rocket science, just do it.

Having the correct level of equipment isn’t rocket science, just do it.

Basic staff training isn’t rocket science, just do it.

But when these elements are surrounded with the ethos that “hey they get the job done despite not having these things” is the ostrich principle of management.

Blocking routes to achieve these “just do it” elements shows a very high level of ignorance, the element of control requiring employees to always need something from “you” displays low functioning understanding of what good management is. Ultimately they (teams) stop asking, leading to a fall in productivity, consistency, satisfaction and high staff turnover.

So, what am I saying all this for? I am sad that she couldn’t influence a better way of working across the whole organisation, I know from having worked with her that she is a great trainer, role model and business advisor. I am sad to see good people stifled, good teams reduced to “limping” through on a daily basis, and sad that growth is seen as the way forward rather than stabilising first, then growing once the basics are in place.

My door is always open to those who ask; whether they listen or not we have to accept as that is the role of a consultant.

My ideas may not be theirs; my vision may not be theirs, but basics are basics. Non-negotiable.
Do what is right for your teams, and they will do right for you. Do it from the beginning, not as an afterthought.

Great teams deserve great managers, poor managers do not deserve great teams.

“Hello, may I hold the door open for you?”


Suzanne Weekes has over 30 years of industry experience in teaching and training. She is able to relate to employees at all levels. Since 2017 she has been an independent consultant, offering practical business solutions, hands on training and advice to get the best out of people in the work place.