Ah, lessons from a manager, right? Always such an eye-opener (and sometimes an eyebrow-raiser, too). You ever had that moment when your manager says something so ridiculously simple, yet it clicks? Like a lightbulb flickering on when you’ve stumbled around in the dark. Yeah, shared services transformation is a big deal, and you’d think it’s all about fancy systems and processes. But phew, it’s way more than that.
Sharing Insights from the Top
So, picture this: a typical Tuesday morning meeting, and I’m seated there, half-awake, sipping that oh-so-necessary coffee. My manager, who seems to have the energy of a thousand suns (how do they do that?), casually drops a gem about process optimization. Boom! “Treat people like people, not just cogs in a machine.” Simple, right? But wait, what does that even mean in the vast universe of shared services?
- Understanding Needs
Okay, okay, so what did I do? I started talking to my team—uh, like, actually talking—not just “What’s your status?” but, “Hey, how’s your day going? What problems are you running into?” You wouldn’t believe the floodgates that opened. Employees aren’t just statistics on a spreadsheet; they’re feeling humans with thoughts, ideas, and, yes, some frustrations. - Feedback Loops
Then there was this whole thing about feedback (which, honestly, I thought was just for performance reviews). But lo and behold, it’s the lifeblood of improvement! Who knew? Setting up casual feedback sessions every couple of weeks? Gold. Like, seriously, people love it when you ask for their input. Just make sure it’s not one of those forced feedback moments, you know? Be real about it.
The Process of Listening
And then there’s the whole listening bit. Oh—get this—I once thought listening was a passive act. Nope. My manager taught me it’s an art form that requires active engagement (like when you’re nodding along while secretly debating whether you should have had two donuts instead of one). When you listen, really listen, you uncover insights that can reshape your whole shared services strategy.
- Ask Questions
Why not throw in some out-of-the-box questions? “If you could wave a magic wand and change one thing in our process, what would it be?” Not sure how that question lands in a meeting, but trust me, you’ll get some creative feedback—all while rolling your eyes about the office printer not working (again). - Err on the Side of Being Human
Remind yourself (and your team) that it’s okay to mess up. We’ve all done it. Sharing those stories of failure can build connections—so, “Hey, let me tell you about the time I forgot to attach a document for a crucial presentation,” can go a long way in fostering trust.
Energizing Your Team
Okay, so we’ve established that people are important (duh), but what about energizing your team? My manager, the motivational wizard, mentioned something about recognition. Not just the velvet-wrapped, “Employee of the Month” stuff (though, there’s a place for those tacky plaques). It’s about those tiny, everyday acknowledgments—like when someone stayed late to help, or someone who always brings snacks to the Friday meeting (bless their soul).
- Celebrate Small Wins
Let’s be real: We often focus on the big projects and overlook the little victories. Maybe someone streamlined a process or made your life easier in some tiny yet beautiful way. Celebrate that! A simple shout-out in a team chat? Yes, please! - Casual Catch-Ups
And wow, casual catch-ups—they mean the world. Grab a coffee with a team member just to chat (not about work stuff, for once). Shoot the breeze. What’s their favorite movie? What do they think about that new café that just opened down the street? Just plug them into the universe of “caring human.”
Aligning with the Bigger Picture
Then, there’s the element of strategy—yikes! I remember when I first heard the term “shared services strategy,” I thought people were discussing some top-secret plan involving complex graphs and pie charts (you know, boring right?). Here’s the kicker: it’s really about alignment. If the folks at the top don’t share the vision, it bubbles down the chain, right?
- Connect Goals
My manager repeatedly emphasized that each piece of the puzzle in shared services should align with the organization’s goals (and not just the lofty ones—let’s talk about the on-the-ground, relatable goals that can seem abstract sometimes). This meant involving everyone in discussions—guess what? Everyone wants to know how they’re contributing to the big picture. People crave this connection. - Adaptability
Ah, and adaptability (another buzzword that always made me roll my eyes, but it turns out it’s crucial). When a strategy isn’t working or it starts making your life harder, tweak it! Don’t be afraid to pivot. I did—several times! It’s all part of the “shared services transformation.” Just keep it light and flexible.
Conclusion: Tying It All Together… or Not?
So, as chaotic as this ramble is (and it’s totally disjointed, right?), there’s a thread connecting these lessons. It’s about humanity, connection, and just keeping things real in your shared services strategy.
Whatever you take away from this meandering blog—just remember: Treat your team like humans, listen, engage, and be flexible. And hey, if anything I said here sparks even the tiniest thought, then we’ve made progress.
So… yeah. Here’s to messy meetings, lightbulb moments, and the everyday lessons that might just transform your approach to shared services (or at least give you a chuckle). Cheers!
