Paramedic Triage Interview

You've seen some of these challenges from time to time , but you're handling it in stride. Actually, we need to talk with you! We want to showcase some success stories or people who are doing it right. But we observe one odd thing - you're taking a quiz about organizational issues you are dealing with. Maybe we have some Paramedic tips and tricks that could help you knock some of the soot out of the old engine. Or ... is there something deeper that's worrying you?

Most organizations worry about maturity models. Most are trying to work out how to climb to level 3 or 4 or 5. Some are worrying for the opposite reason - it implies adopting processes that rein in managers' creativity and autonomy (although it might look like chaos to you). This is called "anti-maturity". To be honest, we're not going to be able to fix that with a few bandages. But there are solutions. We need to chat about a more comprehensive approach to working with these people without getting caught in the cross-fire.

Your team is working hard - too hard. Every time they start getting one job halfway done, someone makes them stop and work on something else. Eventually, you come back to the original work and start over again, or it gets thrown away altogether. It might seem career-shortening to confront decision-makers with this challenge, but if you and everyone else burn out, how long will your career be? We have some pills to help inoculate you against these cycles without getting you thrown out of the executives' offices.

Try as you might, there are only so many hours in anybody's day. You and your team are working hard - too hard. It's nice to be popular, but the reality is that everyone is taking advantage of you. You might be afraid that It will make you look weak or ineffective to tell decision-makers that you're overloaded, but they're probably assuming that until you do, you aren't. Sooner or later, if you have no way to say "enough", you'll burn your team out, or you'll be giving everything a half-baked effort an that will reflect poorly also. Let's take a look at some ways to avoid taking on that extra weight that's going to get you all in trouble eventually.

Any organization with more than a few people exists for the exact reason of coordinating the efforts of different groups of people to deliver a complex product or service. In many organizations, group leaders get their positions by being competitive. If that's gone too far, their unit might look good but the overall enterprise will look bad. If you find ways to make your team more effective, theirs won't look as good. We have some ways to help you get across that toxic area without getting caught in it. We need to be honest with you here, though - you're saying that a lot of the other issues aren't happening too often, but if the main one is work units in conflict, it's hard to see how everything else is running smoothly. You're getting close ot the edge of "anti-maturity" and it requires proceeding cautiously, but the protective gear we would prescribe here works well to get started in that more adverse environment too. Let's get that conversation started!

Some organizations are too complacent; they don't believe their customers can or will let them go. That's especially true for "service" units within organizations. Others are just disorganized; they don't mean to inconvenience their customers, but they don't know how to do better. If you're depending on them, you've got to get THEM to take the right medicine. We can't throw massive tools at them, or they'll be overwhelmed. We can show you some tips and tools they might be able (even willing) to adopt s you can communicate about who needs what when.