Engineering Team Leadership - The Morning Habit
information about where the team is and where it is going to is one of my
regular morning routines. It allows my entire team to be on the same page. I
was optimizing my morning routine several times and at the end achieved a very
effective work orders management. Plus, the entire team embraced this routine
as their daily morning habit.
Daily routines are very important for a team of any size. The routines become the habits of each team member and help many aspects of their work. They can complete the most important tasks, cooperate in the team and evaluate the results at the end of each day. Such a routine jump-starts the team performance in the morning and is crucial for achieving the required targets of the day.
Let me walk you through my first 30 minutes after coming to my office and sitting down at my desk. I'm calling these first 30 minutes at the office a Resort Engineering Operation Summary.
First 15 minutes - getting a detailed picture of the operating status
The first fifteen minutes I spend by myself with the goal of making an unbiased and detailed picture of the current status of Engineering operations. First, I go through all the log sheets from the last day and night and I evaluate potential abnormal behavior caused by some fault. I check mainly the running parameters and energy consumption of the generators, water production and consumption of each location, measurement of water quality, sewerage water inlet to STP and STP's production, fuel and water storage and pool water quality. If I find some abnormalities, I can discuss it later with my assistants and create a work order for investigation and repairing of the abnormality. Water leakage, broken sewage pipes or higher energy consumption are typical breakdowns I can recognize based on abnormal information recorded in the log sheets.
Second, I go through all the work orders from the last day and night. I split these work orders as per my engineering sections - Building maintenance, Carpentry, Electrical, Mechanical, HVAC, Plumbing, etc. First, I check all closed and solved ones and then new ones and those still in progress. This is very helpful for the next discussion with my assistants which follows.
Second 15 minutes - meeting with my assistants
I usually work with three assistants - Chief Engineer, Building Maintenance Manager, and Engineering Operation Manager. I have my own picture of the situation from my first 15 minutes and this very much helps to make the meeting with assistants as short as possible. Together, we have a look at the daily work orders of corrective and preventive maintenance and assignees to each work order. I highlight the most important ones, as well as the reason why some work orders weren't solved. What is crucial for me is to see the list of corrective and preventive work orders for the day and get confirmation from my assistants that they will fulfill all of them during the day.
Are 30 minutes enough?
Mostly yes. Of course, sometimes a special situation occurs, and we must plan a special meeting to adapt to the new situation and make a new plan. My assistants work with their teams the same way as I work with them. It means they are prepared for the morning meeting with me and everybody in the engineering team knows their work orders within the first 30 minutes of the day. You might say that it is impossible to make 100 % accurate daily tasks plan. You are right! That's why I always keep some free slots in the daily plan of each section. Just in case something unpredictable happens and we need to act quickly. But I am always motivating and expecting from all teams to fulfill all work orders we confirmed to each other in the morning.
Increasing team performance
In my experience, this 30-minute morning routine dramatically increases the performance of the entire team. If you wish to reap the benefits, you and your team must do it every day without any excuse. Only then it becomes a habit of each team member. From then on, nobody is confused about their task list and will do their best to fulfill them every day. It supports the principle "to see and be seen" I recently wrote about.
Next time, I will show you how special Engineering information system and application helps the whole team make these first 30 minutes of the day as effective as possible.