Prior to starting Customer Service Solutions, Inc., I worked as an internal consultant in a large urban hospital. To help the leadership quickly gauge overall performance of individual departments and create a focus on key metrics for individual department heads, my team was charged with creating “Excellence Reports.” These were brief reports which highlighted the 1-3 most important metrics for each department.
For the first 12-18 months, my team compiled the metrics and created reports, and the reports fostered great dialogue with department heads about how to use the information, the causes of downward trends, and how to best share the information.
Then for about a 2-month stretch, it was crickets. I received no questions or feedback from any department heads. So I went to my COO, told him the situation, and asked what he’d suggest. I thought he’d recommend creative ways to re-engage the managers, to reconfigure the reports, or to adjust my communications.
Instead, the COO said “Turn it off.”
“What?”, I replied. He said “Turn it off. If they start calling and asking where the Excellence Reports are and are wanting the data, then you can inquire about how it’s being used, it’s value, etc.”
So I turned them off. One month passed – no contact from managers. Two months passed – no contact from managers. The crickets continued.
Sometimes we start something in work that has great purpose and value, but if we’ve been holding that meeting, sending that memo, creating that report for years, at some point we have to question if it’s still of value to others, if it’s still worth my time to produce, if it really helps me to better serve my customers.
If not, then consider turning it off. It could save everyone time and release at least one of the many things you’re responsible for in the new year.
Once in a while consider turning it off.
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