10 Stappen om actie te ondernemen en papierwerk te vermijden

1.   Weet wat je wil.
Bureaucratie komt dikwijls voor als mensen zich focussen op de processen en vergeten wat het eindresultaat moett zijn. Waar wil je naar toe? Probeer de kortste weg te vinden, in plaats van alles ingewikkeld te maken. Visualiseer het gewenste einddoel en hou je daaraan vast.

2.   Ken je prioriteiten.
Hou het belangrijkste werk dat je bedrijf of organisatie doet, in je achterhoofd. Het zal zeker niet het papierwerk of de eindeloze meetings zijn. Natuurlijk, als je een vergadering hebt, met een belangrijke klant, dan is dit zeker wel een prioriteit. Maar voor de meeste werknemers zal het echte werk uit iets anders bestaan: code schrijven, artikels schrijven, ontwerpen, telefoneren, cijfers verwerken, enz…Weet wat het belangrijkste werk is en focus je daarop.

3.   Elimineer zoveel mogelijk papierwerk.
Hoeveel verschillende formulieren heeft jouw bedrijf? Veel van deze bevatten steeds dezelfde informative. Is het soms mogelijk dat een eenvoudig online formulier gebruikt kan worden zodat werknemers niet steeds dezelfde informatie moeten invullen omdat bepaalde standaard informatie automatisch wordt ingevuld ? Het veelvuldig gebruik van een programma ( zowel on-als offline) kan bepaalde processen automatiseren, zodat papierwerk overbodig wordt.

4.   Verwijder processen.
Zijn er bepaalde stappen, goedkeuringen en routines die samen kunnen geëlimineerd worden. Hou deze processen in het oog en verwijder ze indien mogelijk. Vraag je af of het nodig is dat iemand elke keer een routine uitvoert. Is het mogelijk dat sommige stappen verwijderd kunnen worden om alles sneller te maken ? Dikwijls is het antwoord “Ja”.

5.   Geef mensen volmacht.
Dikwijls zorgt een manager voor een ophoping van het werkproces omdat zijn goedkeuring nodig is voor men verder kan gaan. Nog erger is het als gedurende het proces meerdere keren een goedkeuring gegeven moet worden.
Beter: geef de werknemers heldere instructies over hoe ze zaken moeten afhandelen en wanneer goedkeuring gegevenmoet worden, mogen ze daarnaar handelen. Volg eerst alles goed op om zeker te zijn dat men de instructie begrijpt,daarna kan je hen meer ruimte geven om onafhankelijker te werken en enkel af en toe verslag uit te brengen. Voorzie zeker dat de instructies ook omstandigeheden bevatten waarin ze je kunnen waarschuwen bij  (grote ) problemen.

6.   Stel geen beslissingen uit.
Erger nog dan een manager die zorgt voor ophoping door goedkeuring is een ophoping waar de beslissingen zich opstapelen. Als een beslissing nodig is, moet je ze snel maken. Verzeker jezelf dat je al de nodige informatie hebt, ken al de criteria die nodig zijn om de beslissing te maken en beslis dan snel. Hoe langer je wacht, hoe erger de problemen worden. Besluiteloosheid is de vijand van actie.

7.   Hou de nodig informatie klaar.
Als je geen informatie hebt, kan je geen juiste beslissingen nemen. Dit is meestal de reden waarom managers beslissingen uitstellen, maar ze beseffen dit niet altijd. Met als resultaat dat ze op een besluit wachten. In plaats daarvan probeer je de benodigde informatie te bemachtingen. Beter nog is om de informatie op voorhand te hebben. Probeer uit te vinden welke informatie nodig is voor je beslissingen en hou ze bij de hand.

8.   Hou “Actie” op de voorgrond.
Zet of teken op je bureau iets dat “Actie” voorstelt. Focus je daarop gedurende de dag. Als je iets uitstelt, herinner jezelf dan aan deze actie. Als je door een heleboel stappen moet, herinner jezelf eraan dat door bepaalde stappen te elimineren, de actie sneller zal gebeuren. Als je in een geplande vergadering zit, vraag jezelf dan af of deze vergadering bepaalde actie en handeling verhindert.

9.   Ga op zoek naar personen die actie ondernemen.
Als je een team samenstelt, kijk dan naar mensen die ervan houden om dingen gedaan te krijgen. Dit kan je nakijken in de projecten die ze reeds hebben afgewerkt. Geef ze een proef of uitdaging en kijk of ze zich focussen op actie en besluit, of op processen  en papierwerk. Actie-geörienteerde mensen zorgen ervoor dat de zaken sneller worden opgelost of afgewerkt.

10.         Beloon actie.
Beloon teamleden alsook jezelf voor de actie die is ondernomen. Een beloning kan gaan van een simpele lofbetuiging tot een promotie of een bonus voor de meest actie-geörienteerde mensen. Deze beloningen vertellen je bedrijf en organisatie – en jezelf- dat actie een topprioriteit is.

By Ingrid V.

Creatieve 1000-poot en freelance trainer met interesses als GTD, productiviteit, persoonlijke ontwikkeling, management, blogging, technologie,

90 comments

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