How can my controller support me to make decisions?
By being
(1.) quick,
(2.) quick and
(3.) quick. You need direct feedback on
your ideas. What will it deliver, what will it cost? These are the decisive criteria that you need to know immediately while your idea is still hot. If a trainer always provides the lap times a week later then there is no learning effect. The correlation between the internal experience and external result is lacking. The
lap times become trivial rather than information that is passionately awaited.
The same applies to mental activities in the decision-making process. When the idea is fresh in your mind, if you anticipate your consequences with a racing heart, then there is a tremendous boost of activity as soon as the numbers clear the way. If days or weeks go by before an evaluation is made, then the initial enthusiasm is gone and there is just a lame imitation of what is really possible in activity and energy.
(4.) Through positive active employees, instead of the assiduous saving mentality that is often observed. Many controllers are pressed into this role and ultimately accept that this is how their role is. Everything is always too costly and risky, when opportunities are bleak and data is both uncertain and insufficient. Has your company grown in this way? According to their aspirations, did the founders have a large powerful company in mind or a small close-fisted piece
of non-compliance equipment? Look at the consequences and encourage your controller to be an enthused team player.
Reward him for showing dynamism, creativity and his own ideas. Do not waste any time otherwise the poor fellow will dry up right in front of your eyes.
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