Dear Team, We Have an issue in our organization for people mentality ( Sales and Operation). Please suggest any kind of activity or measurements
From India, Kochi
From India, Kochi
Dear member,
Your post is very short. I wish you had provided details like the nature of your industry, your finished product, the education level of the employees, etc.
You wrote, "We have an issue in our organization regarding people mentality ( Sales and Operation)." What is the issue, and what type of mentality do people have? Are the people from sales and operations at loggerheads? If yes, then what efforts were made to defuse the tensions? Are the HODs of the respective departments trying to douse the fires, or do they also tacitly support their subordinates? What is the role of the top boss in preventing the conflict?
There are many questions associated with your post. However, unless we get complete information, it will not be possible to provide a credible solution. So, please write elaborately.
Thanks,
Dinesh Divekar
From India, Bangalore
7907Your post is very short. I wish you had provided details like the nature of your industry, your finished product, the education level of the employees, etc.
You wrote, "We have an issue in our organization regarding people mentality ( Sales and Operation)." What is the issue, and what type of mentality do people have? Are the people from sales and operations at loggerheads? If yes, then what efforts were made to defuse the tensions? Are the HODs of the respective departments trying to douse the fires, or do they also tacitly support their subordinates? What is the role of the top boss in preventing the conflict?
There are many questions associated with your post. However, unless we get complete information, it will not be possible to provide a credible solution. So, please write elaborately.
Thanks,
Dinesh Divekar
From India, Bangalore
To address the issue of mentality within your Sales and Operations teams, it's essential to foster a culture of collaboration, accountability, and shared goals. Here are a few suggestions for activities and measurements that could help drive positive culture change:
1. Cross-Functional Workshops
Activity: Organize regular workshops where Sales and Operations teams come together to discuss challenges, align goals, and share insights. The aim is to improve communication and understanding between the two functions.
Outcome: Break down silos, foster empathy, and align teams on shared objectives.
Frequency: Monthly or quarterly.
2. Job Rotation Program
Activity: Implement a job rotation program where employees from Sales can spend time working in Operations and vice versa. This helps employees understand the challenges each department faces.
Outcome: Enhanced collaboration, mutual respect, and a broader skill set.
Frequency: 3-6 months rotation.
3. Shared KPIs and Goals
Activity: Set shared Key Performance Indicators (KPIs) and goals for both teams to work toward, such as customer satisfaction, order fulfillment rates, or revenue growth. This encourages collaboration rather than competition.
Outcome: Align both teams toward the same vision and objectives.
Measurement: Track and report on the progress of shared KPIs monthly.
4. Team-Building Activities
Activity: Organize team-building events (e.g., retreats, problem-solving exercises, or informal outings) where Sales and Operations teams can bond outside of work.
Outcome: Improve interpersonal relationships, trust, and team cohesion.
Frequency: Bi-annually or annually.
5. Regular Feedback and Recognition
Activity: Create a feedback loop where both Sales and Operations teams can share constructive feedback with each other, as well as recognize each other’s contributions.
Outcome: Foster a culture of continuous improvement and mutual appreciation.
Measurement: Track feedback frequency, and use employee surveys to gauge satisfaction and collaboration.
6. Leadership Alignment Sessions
Activity: Organize leadership meetings where Sales and Operations leaders meet regularly to align on strategy, goals, and key initiatives.
Outcome: Unified leadership direction that can trickle down to all team members.
Frequency: Bi-weekly or monthly.
7. Conflict Resolution Training
Activity: Provide conflict resolution training to both teams, focusing on healthy communication, problem-solving, and collaboration techniques.
Outcome: Address and resolve misunderstandings before they escalate, reducing friction between teams.
Frequency: Quarterly workshops.
8. Culture Ambassadors or Champions
Activity: Designate certain team members as “culture champions” who embody the desired mindset and can influence others in the organization through actions and guidance.
Outcome: Peer-to-peer influence helps foster positive change.
Measurement: Track engagement and impact of culture champions through feedback and survey results.
By integrating these activities, you can help transform the mentality within your Sales and Operations teams and create a more collaborative, cohesive, and goal-oriented organizational culture.
From United Arab Emirates, Fujairah
1. Cross-Functional Workshops
Activity: Organize regular workshops where Sales and Operations teams come together to discuss challenges, align goals, and share insights. The aim is to improve communication and understanding between the two functions.
Outcome: Break down silos, foster empathy, and align teams on shared objectives.
Frequency: Monthly or quarterly.
2. Job Rotation Program
Activity: Implement a job rotation program where employees from Sales can spend time working in Operations and vice versa. This helps employees understand the challenges each department faces.
Outcome: Enhanced collaboration, mutual respect, and a broader skill set.
Frequency: 3-6 months rotation.
3. Shared KPIs and Goals
Activity: Set shared Key Performance Indicators (KPIs) and goals for both teams to work toward, such as customer satisfaction, order fulfillment rates, or revenue growth. This encourages collaboration rather than competition.
Outcome: Align both teams toward the same vision and objectives.
Measurement: Track and report on the progress of shared KPIs monthly.
4. Team-Building Activities
Activity: Organize team-building events (e.g., retreats, problem-solving exercises, or informal outings) where Sales and Operations teams can bond outside of work.
Outcome: Improve interpersonal relationships, trust, and team cohesion.
Frequency: Bi-annually or annually.
5. Regular Feedback and Recognition
Activity: Create a feedback loop where both Sales and Operations teams can share constructive feedback with each other, as well as recognize each other’s contributions.
Outcome: Foster a culture of continuous improvement and mutual appreciation.
Measurement: Track feedback frequency, and use employee surveys to gauge satisfaction and collaboration.
6. Leadership Alignment Sessions
Activity: Organize leadership meetings where Sales and Operations leaders meet regularly to align on strategy, goals, and key initiatives.
Outcome: Unified leadership direction that can trickle down to all team members.
Frequency: Bi-weekly or monthly.
7. Conflict Resolution Training
Activity: Provide conflict resolution training to both teams, focusing on healthy communication, problem-solving, and collaboration techniques.
Outcome: Address and resolve misunderstandings before they escalate, reducing friction between teams.
Frequency: Quarterly workshops.
8. Culture Ambassadors or Champions
Activity: Designate certain team members as “culture champions” who embody the desired mindset and can influence others in the organization through actions and guidance.
Outcome: Peer-to-peer influence helps foster positive change.
Measurement: Track engagement and impact of culture champions through feedback and survey results.
By integrating these activities, you can help transform the mentality within your Sales and Operations teams and create a more collaborative, cohesive, and goal-oriented organizational culture.
From United Arab Emirates, Fujairah
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals. CiteHR connects professionals facing similar challenges, leveraging a vast knowledge base (100K+ downloads, 150K+ discussions) and targeted emails to engage experts in solving issues.
Changing Organizational Culture.zip
Changing roles of HR professional.pp t
Sales Report 2016 one.xls