Synthesis, Inc. - Synthesis, Inc. - Administrative Support for Creative People

I have been very lucky in my career. For the most part, I have had terrific bosses: men who knew the product, the business and how to sell. I started with Champion Spark Plug Company (privately owned at the time by the Stranahan family); Champion acquired Anco Wiper Blade; then merged with Cooper Industries and finally the entire conglomeration was taken over by Federal Mogel.

I made it through management transitions, new product roll outs, software switches, and increased paperwork. There was no time to relax; always something new to learn. It was controlled chaos and we STILL had to make our quotas (plus 10%).

Turns out this was great training to become VP of Synthesis, Inc. As Operations Manager, my responsibilities include (and as they say on Job Descriptions–not limited to–) Sales Director, Purchasing Agent, Controller and Production Manager. Oh, I also carry a book of business with quotas that need to be met (plus 10%).

Although our responsibilities differ, Barbara carries a similar workload. But then so does every entrepreneur no matter the size of the business. The fact that Synthesis manages up to 27 subcontractors at any given time – folks who run businesses of their own but are signed on for Synthesis projects – makes it even more critical that our requirements, procedures and timelines are clear. There is no room for disorganization or chaos – controlled or otherwise. It took us a while to find what worked, but once we did, the key was consistency and clear expectations.

But you may not be in control of your day. You might have a disorganized boss who wreaks havoc at every turn. Does this scenario sound familiar in your organization? (You may assume the role of boss or subordinate – or both!)

Your boss came to you last night, just as you were leaving the office: "I want a report on last month's sales by 10:00 a.m. tomorrow." You arrive in the office early the next morning. As you start working on the rush report, your boss barges in: "I want you to meet with Bob Jones this morning. It's really urgent!" (Bob Jones is an hour drive and doesn't know you will be coming.) You are about to mention the rush sales report when the boss adds: "Oh, by the way, your review is coming up. Have your accomplishments written up by this afternoon." Your stomach starts to burn, your heart rate increases, blood pressure soars and then you realize, it’s just another day at the office.

If you were in the military, you’d know what to do. In the military, the last order stands. But this is not the military. It’s your livelihood and disorganization is dive-bombing your productivity.

The Bureau of Labor Statistics cited in August 2010 that once again: Productivity decreased 0.9 percent in the non-farm business sector during the second quarter of 2010 while unit labor costs rose 0.2 percent. Whether you own the company or work for one, no one can sustain rising costs with decreased productivity. Only you can make a change; trust me on this one –you cannot change other people, especially people who are in a supervisory position to you. Here’s what I recommend to maintain your sanity and contribute to order in the workplace:

• Lead by example. This is number one. The only person you can change is YOU. Get control of your workday by using some of the following tips. Put them into practice – fake it until you make it. When they become habit you will begin to reap the benefits. This is a long-term project so stick to it.
• Write down all your tasks and prioritize them. Share these priorities with the boss and get him/her to "buy-in". Once your priorities are validated, it's easier to defend them when the unexpected demand appears.
• Plan your activities in the calendar. Reflect the actual time required for each of your priority tasks. When the boss comes with the latest "emergency", show your calendar. Ask which of the previously agreed priorities should be dropped (or delayed). This is key – don’t be a wise guy about it; ask for honest reassessment.
• Differentiate between "urgent" and important. Of course, not everything is urgent. Even if the boss makes it sound like it is. Calmly ask for the deadline of the request. That alone may be enough for the boss to think about it. If this tact doesn't work, refer to your calendar, as explained above. Negotiate the deadline and/or changed priority immediately.
• Make sure to learn some diplomatic language. Learn to say "no" effectively, without the danger of being labeled "negative" or the one with an "attitude". When you plan and deliver on your priorities most of the time, it's easier to say no. Stay with the facts, leave out the emotions.

Whether you are the boss creating the havoc or the employee who has to live with the results, it’s imperative that someone rein in the chaos. Your clear communication will be key to making a change. Good luck and have a great selling month.