Day 9: How do the Optimism and Open-Mindedness Characteristics affect FullEmploy?

Today's Characteristics are Optimism and Open-Mindedness.

Optimism:
This is similar to confidence except that confidence is about the present and optimism is about the future. When delegating, you need to communicate the requirements clearly but with confidence. The confidence shows that you know what you're doing which will inspire confidence in your subordinates,

Optimism should be expressed in how things will turn out i.e. successful with exciting results. You have to be careful not to lull them into a false sense of security; this is why contingency plans are created. In fact, the presence of a contingency plan improves understanding, confidence and optimism.

FullEmploy uses the Business Development Lifecycle (BDL) to create and execute plans: it starts by researching what is needed so as to create an action plan. It holds brainstorming sessions to identify methods of solution (MoS) for each task to be undertaken. The best MoS is used in the action plan and the remainder used to create the contingency for each task. Then a monitoring plan to gauge the effectiveness of the MoS, equipment, tools, raw materials, training, staff, and money as well as the progress in achieving the set targets.

Then the action plan and the contingency plan are executed and the monitoring plan is executed in parallel which means a separate monitoring team will be created. At regular intervals, milestones, the progress reports and the monitoring reports are reviewed to inform the planning of future milestones.

The whole process is to increase confidence and optimism in the project and give the ability to react should exceptions occur.

When negotiating contracts or building relationships, communications must be clear and delivered confidently and with an air of optimism which must be based on reality. This necessitates careful research and planning. Since optimism is enhanced by prior success, managers at FullEmploy will use the aggregation process to collect data on past projects and learn from mistakes and build on successes.

Open-Mindedness:
You need to be open-minded when planning so that you can be creative. When you involve staff from lower levels, you need to be open-minded to include their contributions within reason. A certain level of open-mindedness is necessary when negotiating contracts so that you become clear of their requirements. Similarly, when building relationships. Bear in mind that the content of contracts is based on info gleaned during the relationship building process.

Another area that requires open-mindedness is when determining the future and structure of FullEmploy. This is where you encourage staff to contribute based on their experience. However, their contributions must resolve the problems FullEmploy is addressing vis-a-vis unemployment and the skills shortage.

Open-mindedness at FullEmploy is embodied by the management structure. First of all, all staff are managers and have the duty to contribute to the planning process which are designed to achieve FullEmploy's overall aims. At ward level, the planning committee is made up of the Client Managers chaired by the Ward Manager. At area level, the planning committee is made up of the Ward Managers chaired by the Area Manager. And so on. This should keep all members of staff throughout the company well informed of proceedings.

This structure is essential to enable higher level managers to paint an economic picture of the unit they're managing, and share it with everyone else. So everyone is contributing to the planning and using best practice created by others as a matter of routine.