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Author Topic: Paddington Meet The Manager - 1st December 2016  (Read 83250 times)
Timmer
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« Reply #60 on: September 06, 2018, 10:48:01 am »

I don't think MH would lower himself to take on the role of a ticket examiner if only to try and improve his public image.
I think it's more that it's not every MD's style to be like that. Doesn't make them a bad MD if being so public isn't something they either don't enjoy or just not a strong point.
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grahame
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« Reply #61 on: September 06, 2018, 11:39:56 am »

I wouldn't want the job of any of the MDs that we're talking about - MH, AM, and JF - and I really doubt I could do the job a fifth as well as they do.  But, yes, their main job is managing and directing (goes with the title!) and that's where they are required to excel. Whether and how their way of working and character filters across the teams they run and though to interaction with the customers who interact with that team isn't necessarily the most-sought, most-required attribute of the job, even though it's the attribute which we as customers see.
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TaplowGreen
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« Reply #62 on: September 06, 2018, 03:30:39 pm »

I wouldn't want the job of any of the MDs that we're talking about - MH, AM, and JF - and I really doubt I could do the job a fifth as well as they do.  But, yes, their main job is managing and directing (goes with the title!) and that's where they are required to excel. Whether and how their way of working and character filters across the teams they run and though to interaction with the customers who interact with that team isn't necessarily the most-sought, most-required attribute of the job, even though it's the attribute which we as customers see.

The "main job" of an MD is to provide Leadership, as distinct from management. He is also accountable for the company's performance - judging by the current level at GWR, suggesting he does it "well" is a highly subjective judgement.

My MD isn't a huge fan of dealing with the public, but he respects them as his customers so he makes the effort to engage with them from time to time - it goes with the pay grade, and they respect him in turn because he makes the effort. It also gives him the sort of insight into perception of his Company that a thousand Board reports never could. Why join a public facing organisation if you never want to face the public?

An MD will generally set the tone for organisational culture as well and this permeates throughout the company -perhaps it's legitimate to suggest that, given his reluctance to leave his office and meet his customers, there might be a connection between that and a "filtering across his teams" with the outcome being the appallingly low levels of customer service which his Company provides......?
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lordgoata
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« Reply #63 on: September 06, 2018, 03:50:46 pm »

I used to love watching "Back to the shopfloor" on BBC2 years ago - the top management went back to the ground level to understand the impacts their decisions etc had. It was always interesting seeing how they had no idea about certain things, because it was filtered at every level of management and by the time it got to them at the top, everything was perfect and everyone was happy.

Having MH work as a customer service rep at any of the major GWR stations for a couple of days would soon bring a sense of reality to him. Either that or watch an episode of Paddington 24/7 :-)
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IndustryInsider
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« Reply #64 on: September 06, 2018, 05:50:06 pm »

He was involved with customer services early in his career.
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« Reply #65 on: September 06, 2018, 06:16:37 pm »

I don;t often defend FGW but in large companies it can be hard to see the problems without getting bogged down in the detail.

I've seen my two page reports on a project I've been involved in slimmed down to 1 line for an exec member. I never know at which point do I use my one chance to see them (and it generally will only be one) to explain that technically it was 'delivered on time and hit savings targets' but has created complicated workflows and loads of additional costs and effort elsewhere. To a certain extent this is where the MD has to surround him/herself with a senior management team who don't only think about how things reflect on them rather but on  other staff/customers or the organisation.

From the dizzy heights of lower, middle management I am a big fan of the back to floor type exercises and may have occasionally made sure certain staff are on shift to express their opinions.

I'd imagine for MH he knows the performance indicators are bad but as there's a rational behind them (trains/training/network rail) it can be hard to see the intangible impact on passengers. It may be its a very top down lead organisation which makes delivering change difficult.
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