CEO implements a weekly to-do list strategy within his company. The list is shared between managers and workers.
As companies grow, it isn't easy to stay up on what everyone's doing. Opportunities for teamwork often get lost. Norman Howe, CEO of Norman Howe & Associates, a marketing and consulting business in Pasadena, Calif., has developed a system to combat these kinds of inefficiencies. It's built around a weekly "to do" list.
Every Monday morning, Howe's 26 employees make lists of their tasks or projects. The lists are then shared with supervisors and read at a staff lunch.
A big advantage to oper-ating this way, Howe says, is the team atmosphere it creates. "People have a more complete view of what's happening." Frequently, he notes, individuals suggest new ways to approach problems; if they have time, they even offer to help colleagues in a pinch. The staff lunches usually last about an hour, Howe says. "There's a real value in articulating what you're working on to a group."