Cecil Buffington Managerial Philosophy



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Cecil Buffington Management Philosophy Priorities as to importance for continued success:  

1-1/2. Safety and Quality

1-1/2. Customer satisfaction

2. Yield

3. Production

 

Philosophy on dealing with people:

1. Do what you say you will do.

2. Put yourself in the place of the person.

3. Never be afraid to say “I don’t know.”

4. Ask questions of upper management and answer associates questions as needed.

5. Be consistent in all disciplinary actions.

6. Expect exceptions to expectations.

7. Expect the unexpected.

8. Never leave a question from an associate open without an answer.

9. Have a sense of urgency and display that sense of urgency.

10. Use "we" and not "I" as common self description.

11. Stress "team" over "me" in all department meetings and strategy planning sessions.

12. Ask, don't tell. You will always get better results by asking for results in a pleasant, courteous manner.

13. Maintain confidentiality as the situation demands. If told to you in confidence, discuss only with the individual involved. Exceptions may occur, but they will be rare and should only extend upwards.

 

Disciplinary Actions:

1. Never use as a punishment, use to make a point or because action is a concrete corporate policy.

2. Convert to win-win as possible.

3. Never threaten or intimidate an associate or customer.

4. Follow established guidelines as directed by Corporate 100% unless judgement is pertinate to the situation.

5. Allow benefit of doubt if applicable.

6. Never display a loss of temper or objectiveness.

 

On Quality:

1. Do it right the first time ( DIRTFT ). Do it right the first time, every time.  ( DIRTFTET ).

2. The customer is always the boss.

3. Ask yourself if you would purchase an item before displaying or presenting it for sale.

4. Never leave a quality issue open. Close every issue.

 

On Safety:

1. Always look at ways to make a job safer and easier for the associate without compromising Quality and Safety.

2. Short cuts are not allowed in a process. Procedures are established for a reason.

3. Know the OSHA manual and adhere to it without exception.

4. Use common-sense when dealing with a possible safety issue.

 

On courtesy:

1. Smile and greet.

2. Be pleasant in conversations.

3. Use Dale Carnegie Training Concepts at every opportunity.

Arrange for subordinates to undergo Carnegie training if within the scope of my management authority.

4. Greet subordinates and peer level associates with equal Enthusiasm.

5. Be a friend to all associates while maintaining a business-like decorum.

 

Personal Decorum:

1. Be a High-Professional in every sense of the word.

2. Dress and act appropriately

3. Use the Carnegie 3 C’s on all occasions.

The 3 C's are: "Don’t criticize, condemn, or complain!"

4. Set an example for all subordinates.

5. Be a good listener.

6. Keep personal accommodations on a professional level.

7. Be observant.

 

Key Bullet Points:

1. You work for the company. Do what they ask you to do or leave the company.

2. Maintain a positive attitude at all times.

3. You must be able to take orders to give orders.

4. Be respectful of superiors, peers and subordinates.

5. Refer to workers as associates or team members, not employees.

6. Remember that the customer is always the boss under all circumstances.

7. While a customer may not always be in the right, they are still the boss.

8. Carry the banner for your company. Keep comments about the Company on a positive note.

9. Always be early or on time for work.

10. Pride is the greatest asset to being a successful supervisor or manager.

11. Continuous improvement should be a priority goal for all associates.

12. People perform better with goals.

13. Motivation is the key to goal-getting.

14. The motivated associate is more likely to be successful than the unmotivated associate.

15. Win-win conclusions are important in reaching satisfactory solutions in associate problem solving and disciplinary actions.

16. Dress for success.

17. Enthusiasm is contagious.

18. Never admit defeat, find a solution to the problem.

19. Be a problem solver.

20. Perception is 95% of a belief.

21. 100% is all you have. 100% is enough.

22. Give 100% of your ability and then do a little bit more.

23. Use benefit of a doubt as a tie-breaker when making difficult disciplinary decisions.

24. Be fair 100% of the time in thoughts and actions.

25. Don't assume!

26. Clarify opinions and decisions if needed. Don't allow controversy to develop.

27. Keep opinions to yourself on the job unless work related, and they will present a positive solution.

28. Never discriminate due to race, gender, age, religion, political or Sexual orientation.

29. Follow rigid rules unless a formal exception program is in place.

30. Stress department sanitation and cleanliness. Keep your area clean.

31. Never use profanity, sexually suggestive language or verbal abuse to an associate, customer, peer or member of upper management.

32. Always run your department as you would if you owned the business.

 

Management Style:

Cecil Buffington uses the Perdue Farms Four-Step Management Principle of Plan, Do, Check and Improve as his basic Management style.  This model is designed to perpetuate the contineous improvement process.  He is goal oriented and results dedicated. 

Cecil Buffington Managerial traits list:

1. A member of management must never embarrass the team.

2. A member of management never speaks in negative tones about his employer.

3. A member of management must be highly professional.

4. A member of management NEVER uses profanity or makes derogatory comments in front of subordinates.

5. A member of management carries the banner for his employer and represents them with a positive and professional image.

6. A member of management presents a clean-cut and dignified image to the public and fellow associates.

7. A member of management has traditional American values in thoughts and actions.

8. A member of management never over-reacts to a situation.

9. A member of management strongly believes the worst solution to a problem is too do nothing.

10. A member of management supports his subordinates during reasonable crisis and understands that all associates have personal situations that are sometimes beyond their control.

11. A member of management always allows the customer to be the boss as long as ethics, morals and laws are maintained.

12. A member of management is easily recognized by actions and during all phases of communication.

13. A member of management will be a leader, not a boss.

14. A member of management will always find the BEST solution to a problem and then implement it.

15. A member of management must have the ability to deal with various situations in a professional, courteous and dignified manner, using all the tools and guidelines provided by the company or corporate to expedite the situation.

16. A member of management will address religious comments if instigated by an associate or customer only. Return comments should be brief. It is not a good practice to engage in religious conversation in the workplace.

17. A member of management will never engage in arguments or show strong emotions when dealing with an associate or customer.

18. A member of management will have goals that lead to continuous improvement and increased knowledge of the job.

19. A member of management will seek continuous training, providing better ways to accomplish their objectives on a continuous basis.

20. A member of management will always be on the job, ready to put in the necessary hours to complete the job, and display a sense of urgency to meet their management obligations.   

 

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