Author : Peter Peterka
Six Sigma is not just a new term for Total Quality Management (TQM) . They have many similarities and are compatible in many business environments. TQM has brought great improvements and value to many companies. Six Sigma can do more.TQM is the development, deployment, and maintenance of systems related to quality-producing business processes. TQM is a strategic approach that focuses on encouraging a continuous flow of incremental quality improvements. It encourages the establishing of a culture of collaboration among different departments within organization. TQM is mainly a cultural initiative and a style of management toward increased quality.Six Sigma is not just another quality initiative or process improvement program. It is more than that because it is a robust continuous improvement strategy and process that includes cultural methodologies such as the various TQM approaches. Six Sigma is complementary to TQM initiatives such as ISO 9000 registration, which is mainly procedural; Total Quality Management (TQM), which is mainly cultural, and Statistical Process Control (SPC), which is primarily statistical process control monitoring. All of these initiatives attempt to improve quality levels but typically reach a plateau. The Six Sigma approach goes to the next level.Six Sigma is not about quality in the strict traditional sense. Quality, defined traditionally as conformance to internal requirements, is not the focus of Six Sigma. True, Six Sigma focuses on improving quality by helping organizations produce products and services better, faster and cheaper. However, it accomplishes that by reducing waste. In traditional terms, Six Sigma focuses on defect prevention, cycle time reduction, and cost savings. Six Sigma is about helping the organization make more money. Unlike cost-cutting programs that reduce value and quality, Six Sigma identifies and eliminates costs that provide no value to customers: the costs incurred due to waste.The focus of TQM initiatives differs from the focus of Six Sigma programs. One, TQM programs focus on improvement in individual operations with unrelated processes. Six Sigma focuses on making improvements in all operations within a process. Two, Six Sigma involves dedicated, full-time resources—the "black belts" —versus TQM, which is usually a part-time activity of non-dedicated managers.The breadth and depth and the precision of Six Sigma and TQM also differ. Six Sigma has a well-defined project charter that outlines the scope of a project, financial targets, anticipated benefits, milestones, etc. It's based on hard financial data and savings. In TQM, organizations go into a project without fully knowing what the financial gains might be. Six Sigma has a solid control phase (DMAIC – Define-Measure-Analyze-Improve-Control) that makes specific measurements, identifies specific problems, and provides specific solutions that can be measured.How else is Six Sigma different? Six Sigma is:* Fact based and data driven* Results-oriented, providing quantifiable and measurable bottom-line results* A leader-sponsored top-down approach* Linked to strategy* Thinking about customer requirements* Applicable to all business processes - administrative, sales, marketing, R&D, etc.Six Sigma is a robust continuous improvement strategy and process that includes cultural methodologies such as Total Quality Management (TQM), process control strategies such as Statistical Process Control (SPC) and other important statistical tools. Six Sigma tools and techniques all are found in total quality management. Six Sigma is the application of the tools on selected important projects at the appropriate time. Six Sigma tools and techniques all are found in TQM. When done correctly, Six Sigma becomes a way toward organization and cultural development. Yet, it is more than a set of tools! Six Sigma is the strategic and systematic application of the tools on targeted important projects at the appropriate time. Because Six Sigma incorporates TQM but goes beyond it, it will outlast TQM.
Peter Peterka is President of Six Sigma us. For additional information on Six Sigma Green Belt or other Six Sigma Certification programs contact Peter Peterka.
Keyword : Total Quality Management ,TQM,improvements ,development, deployment,maintenance,business processes,s
วันเสาร์ที่ 23 กุมภาพันธ์ พ.ศ. 2551
Leaping Asset Management Hurdles
Author : Donna Johnson Edwards
I attended ECPweb's Software and Asset Management Summit '04 at The University of Chicago to deliver a workshop on software auditing and compliance. It was a great opportunity for me to talk with other industry professionals as well as to speak with IT and asset managers tasked with implementing asset management (AM) and compliance programs.As I reflect back on my conversations, I realize that certain hurdles to achieving AM program success are common in just about every company, regardless of size. I spoke with folks from organizations trying to manage 100,000+ IT assets, as well as with those who were trying to manage just a few hundred assets.The problems are the same everywhere, only the scale changes. I probably said a hundred times, "You are not alone; most companies have the same problems!" To summarize the issues, I've identified the following key problem areas:· There is inadequate senior-level visibility, involvement and commitment to the project. Ouch! Not good.· There are no internal subject matter experts, the task is overwhelming, and there are too few external experts, road maps or models for reference. A general lack of understanding of the pertinent regulatory and compliance issues further complicates an already daunting challenge. With an estimated 10,000 regulations and laws surrounding IT, this is certainly understandable.· Internal silos and conflicts between key departments (finance, IT, purchasing and contract management) primarily surrounding functional and reporting needs can grind a project to a complete standstill. There also may be multiple isolated pockets of asset management already in place at varying levels of maturity.· Most IT and asset managers are unable to present appropriate business cases to support the need for enterprise-wide management of IT assets. Without a solid business case, requisite funding can be illusive!Since these issues are universal, a closer look at how some organizations have overcome these obstacles may help to ensure success for your own IT compliance and asset management project.In 2003 Aberdeen Group conducted a study of 252 businesses on enterprise asset management (EAM) programs. Results from the study show initiatives that realize the highest return on investments (ROI) include: involvement from senior financial executives, successful breakdown of AM silos, and provisioning to the enterprise ample and strategic AM coverage.Great, now that and a nickel still won?t buy me a cup of coffee! So, let's break it down further. This first step to initiating an AM project is to define the goals the company hopes to achieve from the project.A straightforward way to perk up executive ears is to align the goals of the project with the corporate mission statement and overall corporate goals. Use as much of the same language as possible in your pitch and the project goals statement. You may be laughing at this idea, but it's hard to object to a project aimed squarely at achieving goals the Board of Directors has already bought into.If that doesn't get "C-level" buy-in, a list of cost-avoidance and risk-reduction statements can usually help. Remind management that the austere corporate performance and accountability regulations today require policies, procedures and effective tools to maintain adequate controls for financial reporting. If you need to spell it out more clearly, here are the letters: E-N-R-O-N!The list of project goals should also include intangibles such as improved IT service levels and reduction in risk factors "often difficult to plug in to traditional ROI models. Don't give up; there are ways to illustrate soft benefits!Use examples of historical situations to help sell the point. For example: "Last month the company was hit with the 'nasty-code' virus. It took three hours to patch and recover our most critical systems. During that three-hour window our 50 'business critical' users were unable to work (that adds up to 150 man-hours). It took three IT resources to resolve the problem." Let's assume each employee earns $50 per hour." That equates to $7,950 in lost salary, not to mention the business we lost due to downtime. Our IT staff still has scheduled work to perform that may require overtime to complete." Now put the icing on the cake "return to your historical, indisputable data: 'That was the fifth virus incident in five months.'"Suddenly the intangible becomes tangible. "If this cycle continues, we will waste close to a $100K this year on reactive virus management and still will not have the tools needed to proactively manage our assets." It is always good to include cost-avoidance metrics when requesting budget approval and soliciting corporate buy-in.Leverage the company's internal financial experts to help illustrate other examples of ROI. These areas include optimization of vendor contracts, improvements in forecasting and budgeting, and increased efficiencies for both IT and end users.IDC reported that downtime can be reduced by 10%, and person-hours on recovery can be reduced by 22% for businesses that practice good asset management. Good AM can reduce an average help desk call by 25%. Getting staff back to work quickly and keeping them working efficiently is critical to the success of most organizations.Consider how business processes will improve when finance, procurement, IT and asset managers can take advantage of cross-functional collaboration. Disparate pockets of incomplete, outdated and possibly inaccurate asset data undermine an organization's ability to improve asset utilization. With electronic enterprise-wide IT asset management, improvements are inevitable in the areas of: forecasting, budgeting and procurement; software license compliance; maintenance planning; and overall PC life-cycle planning. Improved asset utilization is a key component to sustained corporate growth.Help non-technical staff understand the value they will derive from dynamic, structured and actionable information as opposed to what can be gleaned from seven thousand lines of static data in a Microsoft® Excel spreadsheet! Remember the difference between data and information? Humans can make decisions based on information; raw data is best left for computer systems to deal with!Develop an internal team to help define the program and to shape the list of business needs and benefits. The team must include key players from each department or business group that plays a role in the life-cycle of IT assets (from cradle to grave).The team must define appropriate processes to facilitate the company's AM strategy; don't count on an asset management tool to provide the process or you are doomed to fail. As the underlying process is defined, make sure to define roles and responsibilities for each step of the process and also for each phase of the project.I've listed the hurdles to a successful AM or compliance program as well as advice on overcoming those obstacles. You may be thinking, "Sure, but it isn't going to be easy." Sorry, I never said it would be easy, just achievable! Don't go it alone, put the burden of success squarely on the shoulders of the project team and senior-level management.Donna Johnson Edwards has more than 20 years' experience implementing and managing IT projects for companies including the Federal Judiciary, IBM/Lotus and Hamilton Beach Proctor-Silex, where she was the senior member of the New Enterprise Technology Team.Her clients include Fortune 100, 500 and 1,000 companies as well as not-for-profit entities. Her background includes both the technical and the business aspects of IT projects.
Keyword : it asset management,it asset compliance program,it compliance,it compliance program
I attended ECPweb's Software and Asset Management Summit '04 at The University of Chicago to deliver a workshop on software auditing and compliance. It was a great opportunity for me to talk with other industry professionals as well as to speak with IT and asset managers tasked with implementing asset management (AM) and compliance programs.As I reflect back on my conversations, I realize that certain hurdles to achieving AM program success are common in just about every company, regardless of size. I spoke with folks from organizations trying to manage 100,000+ IT assets, as well as with those who were trying to manage just a few hundred assets.The problems are the same everywhere, only the scale changes. I probably said a hundred times, "You are not alone; most companies have the same problems!" To summarize the issues, I've identified the following key problem areas:· There is inadequate senior-level visibility, involvement and commitment to the project. Ouch! Not good.· There are no internal subject matter experts, the task is overwhelming, and there are too few external experts, road maps or models for reference. A general lack of understanding of the pertinent regulatory and compliance issues further complicates an already daunting challenge. With an estimated 10,000 regulations and laws surrounding IT, this is certainly understandable.· Internal silos and conflicts between key departments (finance, IT, purchasing and contract management) primarily surrounding functional and reporting needs can grind a project to a complete standstill. There also may be multiple isolated pockets of asset management already in place at varying levels of maturity.· Most IT and asset managers are unable to present appropriate business cases to support the need for enterprise-wide management of IT assets. Without a solid business case, requisite funding can be illusive!Since these issues are universal, a closer look at how some organizations have overcome these obstacles may help to ensure success for your own IT compliance and asset management project.In 2003 Aberdeen Group conducted a study of 252 businesses on enterprise asset management (EAM) programs. Results from the study show initiatives that realize the highest return on investments (ROI) include: involvement from senior financial executives, successful breakdown of AM silos, and provisioning to the enterprise ample and strategic AM coverage.Great, now that and a nickel still won?t buy me a cup of coffee! So, let's break it down further. This first step to initiating an AM project is to define the goals the company hopes to achieve from the project.A straightforward way to perk up executive ears is to align the goals of the project with the corporate mission statement and overall corporate goals. Use as much of the same language as possible in your pitch and the project goals statement. You may be laughing at this idea, but it's hard to object to a project aimed squarely at achieving goals the Board of Directors has already bought into.If that doesn't get "C-level" buy-in, a list of cost-avoidance and risk-reduction statements can usually help. Remind management that the austere corporate performance and accountability regulations today require policies, procedures and effective tools to maintain adequate controls for financial reporting. If you need to spell it out more clearly, here are the letters: E-N-R-O-N!The list of project goals should also include intangibles such as improved IT service levels and reduction in risk factors "often difficult to plug in to traditional ROI models. Don't give up; there are ways to illustrate soft benefits!Use examples of historical situations to help sell the point. For example: "Last month the company was hit with the 'nasty-code' virus. It took three hours to patch and recover our most critical systems. During that three-hour window our 50 'business critical' users were unable to work (that adds up to 150 man-hours). It took three IT resources to resolve the problem." Let's assume each employee earns $50 per hour." That equates to $7,950 in lost salary, not to mention the business we lost due to downtime. Our IT staff still has scheduled work to perform that may require overtime to complete." Now put the icing on the cake "return to your historical, indisputable data: 'That was the fifth virus incident in five months.'"Suddenly the intangible becomes tangible. "If this cycle continues, we will waste close to a $100K this year on reactive virus management and still will not have the tools needed to proactively manage our assets." It is always good to include cost-avoidance metrics when requesting budget approval and soliciting corporate buy-in.Leverage the company's internal financial experts to help illustrate other examples of ROI. These areas include optimization of vendor contracts, improvements in forecasting and budgeting, and increased efficiencies for both IT and end users.IDC reported that downtime can be reduced by 10%, and person-hours on recovery can be reduced by 22% for businesses that practice good asset management. Good AM can reduce an average help desk call by 25%. Getting staff back to work quickly and keeping them working efficiently is critical to the success of most organizations.Consider how business processes will improve when finance, procurement, IT and asset managers can take advantage of cross-functional collaboration. Disparate pockets of incomplete, outdated and possibly inaccurate asset data undermine an organization's ability to improve asset utilization. With electronic enterprise-wide IT asset management, improvements are inevitable in the areas of: forecasting, budgeting and procurement; software license compliance; maintenance planning; and overall PC life-cycle planning. Improved asset utilization is a key component to sustained corporate growth.Help non-technical staff understand the value they will derive from dynamic, structured and actionable information as opposed to what can be gleaned from seven thousand lines of static data in a Microsoft® Excel spreadsheet! Remember the difference between data and information? Humans can make decisions based on information; raw data is best left for computer systems to deal with!Develop an internal team to help define the program and to shape the list of business needs and benefits. The team must include key players from each department or business group that plays a role in the life-cycle of IT assets (from cradle to grave).The team must define appropriate processes to facilitate the company's AM strategy; don't count on an asset management tool to provide the process or you are doomed to fail. As the underlying process is defined, make sure to define roles and responsibilities for each step of the process and also for each phase of the project.I've listed the hurdles to a successful AM or compliance program as well as advice on overcoming those obstacles. You may be thinking, "Sure, but it isn't going to be easy." Sorry, I never said it would be easy, just achievable! Don't go it alone, put the burden of success squarely on the shoulders of the project team and senior-level management.Donna Johnson Edwards has more than 20 years' experience implementing and managing IT projects for companies including the Federal Judiciary, IBM/Lotus and Hamilton Beach Proctor-Silex, where she was the senior member of the New Enterprise Technology Team.Her clients include Fortune 100, 500 and 1,000 companies as well as not-for-profit entities. Her background includes both the technical and the business aspects of IT projects.
Keyword : it asset management,it asset compliance program,it compliance,it compliance program
Balancing Your Business: Making Change Easy
Author : Madeline Lewis
"Perfect balance in a business exists only in the organizational chart. A living business is always in a state of imbalance, growing here and shrinking there, overdoing one thing and neglecting another." (Peter F. Drucker)I believe the three major trends in organizational processes are: discontinuation of the old way of doing business (re-engineering); migration and starting a new way of doing business (organizational change).One of the most often sited reasons why many re-engineering projects do not achieve the level of success the organization expects deals with the issue of organization culture change. You can have the most efficient process in the world, on paper, and still not have a "world class" operation. You must remember that people have to execute the plans, perform the activities, and provide the interface to the customer. If you have left out of the improvement process a plan on how to change the behavior of the human resource, your project will not succeed.Culture change does not come only as a result of a change in the "system." It comes as a result of consistent incremental change in the way a person feels about the system. Human beings must see that there is less pain and more pleasure associated with the change than not changing. However, it has only been in the last few years that the business community realized the importance of this relationship to their "bottom-line."When an organization is planning a change of any kind that will affect the day-to-day activities of people, the relationship between pain (i.e., emotional cost) and pleasure (i.e., benefit to the individual) must be considered. Human beings are stimulated or held back based on their association of personal benefit or cost as a result of a change in their environment. As a person is faced with change, he will evaluate or question whether or not making the change will cost a great deal in emotional stability or provide a great deal of personal benefit. It is this relationship that determines real, lasting change in a person.People are usually told of the benefit the organization will realize if the change is made, in terms of cost savings, ability to process more requisitions more easily, etc. So, why do most employees resist the change to the new system? Simple question because they associate more pain to changing than not changing. Most people feel that when management says "cost savings" they really mean job abolishment. And when management say "ability to process more requisitions" they really mean the employees' workload will increase. With these interpretations, or mis-interpretations, of the situation, is there any wonder why these employees are not interested in changing the way they do business?Once a change has been announced, usually the first reaction people have is to meet the change with a sense of shock. They ask themselves, "Where did this come from?", What is going on?", "I did not know anything about this!", or "This is not what I agreed to!" Most people I know that have been confronted with change reacted this way?No one can except change until after he gets through the anger, shock and denial. However, once the person has accepted the change as real and that it is going to happen, he begins to rationalize his role in the new situation. It is important to understand that not only can an individual accept the situation and begin to work toward the new vision, but one can also accept the situation as having a negative impact and choose to leave the organization. Either way, the individual has accepted the fact that the new environment exists.It is extremely important that we understand that people will go through each phase, in varying degrees, as they transition from the old way of doing business to the new way
of doing business. How we as managers handle this transition period is the key.Change cannot be accomplished without the commitment and involvement of the organization's leaders. As an organization transition from an old way of doing business to a new way of doing business, leadership becomes the glue that will hold that organization together.Leaders must have an assured and unwaiverable way of thinking about change. They should have a plan which will guide the situation and help to formulate the process of change to be implemented. Leaders should also have a clear idea of what the change will generate. Leaders should initiate change at the point where they have the most control and can make reliable predictions about the consequences of their actions. Leaders should also recognize that change in any one part of the situation affects the whole. They must be alert for unanticipated consequences of their actions.The most important task of a leader is creating a climate that is conducive to the change being attempted. An emotional atmosphere in which people feel that the leader is empathetic and non-judgmental toward the employees and their needs is a climate in which people will be more open about their feelings and resistance.Change is itself a process and must be treated as such. An organization cannot expect people to change the way they have done things for years, overnight. Change is not something that should be taken lightly. It is complex and if managed properly, can be very beneficial to the employees and the organization as a whole. Proper management of the transition of people through the process of change is critical to the success of a new system.Planned change processes often work, if conceptualized and implemented properly; but, unfortunately, every organization is different, and the processes are often adopted "off the shelf" the appliance model of organization change, but a complete program, like a quality circle package, from a dealer, plug it in, and hope that it runs by itself. Alternatively, especially in the underfunded public and not-for-profit sectors, partial applications are tried, and in spite of management and employee commitments do not bear fruit.Migration is the in between part of the transition. You have to let go of the old way but you have not quite gotten to the point of fully grasping the new way. It is like being on a trapeze. As you let go of the first trapeze there is a moment before the other trapeze gets to you. It is during that time that you have nothing to hold on to. It is also during that time that many questions may go through the trapeze artist's mind; things like, "was this a wise thing to do?" or "will I be able to catch the other trapeze?" This can be a very difficult time, yet it can also be a very innovative and creative timeSome pertinent areas to keep abreast of are:I. Anxiety/absenteeism/old weaknesses and wounds emerging.II. People are overloaded; systems are unreliable; signals get mixed.III. Teamwork is undermined; people take sides; old way/new way.IV. Organizations/people are vulnerable to attacks from outside and defenses are weakened.To get through this a manager has to recognize that this behavior is "normal" and expected; create temporary systems or ways to deal with this period; protect their people and communicate/keep the people informed. Be open and honest about the affects of the changes being made.Organizations, by their very nature, are conservative. They actively resist change. You do not have to look far to see evidence of this phenomenon. Government agencies want to continue doing what they have been doing for years, whether the need for their service changes or remains the same. Organized religions are deeply entrenched in their history. Attempts to change church doctrine require great persistence and patience. Educational institutions, which exist to open minds and challenge established doctrine, are themselves extremely resistant to change. Most school systems are using essentially the same teaching technologies today as they were fifty years ago. The majority of business firms, too, appear highly resistant to change.The age of ever changing organization, shifting strategy and capabilities to match rapidly changing markets is in full bloom. Today, the core competencies of successful organizations go beyond simply changing to react to market threats. Successful organizations institutionalize their ability to continually adapt, and master the paradox of creating a stable environment for continual change. They are flexible organizations.Flexible organizations continually develop new strategies and adapt to new market realities, and then shift all aspects of the organization so that they are congruent with the new strategies. They are composed of people who understand the need to change structures, processes, and behavior to meet the needs of different customers, and who shift the organization design as the market and the customers shift. Flexible organizations are composed of people who enjoy change and some who do not like change, but together are experienced in the organizational change process.Flexible organizations use their organizational design as a competitive advantage. Their executives, managers, and employees change the shape of their organization to match the external environment. They reconfigure themselves to adapt to changes in the environment unlike post-war industrial giants, which were designed only to overpower their environment. Flexible organizations are designed to fit into their environment.The flexible form is becoming more common, because the strategic drivers in most organizations are more difficult to management, with dual or multiple reporting relationships, lateral relationships, increased teamwork, and empowered employees making decisions independently. It can drive a traditionally oriented manager crazy.Leading change and managing performance are ongoing, organizational processes affecting all organizations, all the time. Personal, team, and organizational performance are distinctive yet interconnected dynamics that continuously
influence one another. What occurs in one domain affects the performance and results experienced in the others. For example, increased organizational performance is an outcome of
improved team performance and productivity. To increase team performance, personal performance needs to rise. To raise the level of personal performance, the operations and practices of the organization must be supportive, integrated, and aligned.For instance, Total Quality Management (TQM) at first glance was seen primarily as a change in an organization's technology and its way of doing work. In the human services, this means the clients are processed the service delivery methods applied to them and ancillary organizational processes such as paperwork, procurement processes, and other procedures. TQM was also a change in an organization's culture, the norms, values, and belief systems and how organizations functioned. And finally, it was a change in an organization's political system (i.e., decision making processes and power bases).Other key considerations had to do with alignment among various organizational systems. For example, human resource systems, including job design, selection processes, compensation and rewards, performance appraisal, and training and development had to align with and support the TQM culture at that time. Organizational structure and design was definitely different under the TQM system. Management could possibly be reduced and organizational roles were most certainly changed. In particular, middle management and first line supervisors were operating in new ways.In designing a comprehensive change process, the leader had to acknowledge the existing organizational culture (norms and values, managers' leadership philosophies and styles at all levels) to ensure a good fit. TQM had a need to be congruent with or aligned with other organizational processes, including reward systems, financial & information systems, and training systems.The study of planned organizational change has, with very few exceptions, were viewed as an episodic activity. . When change is seen as an episodic activity, it has a beginning, a middle, and an end.Some experts have argued that organizational change should be thought of as balancing a system made up of five interacting variables within the organization; people, tasks, technology, structure and strategy. A change in any one variable has repercussions on one or more of the others.
Again, this perspective is episodic in that it treats organizational change as essentially an effort to sustain its equilibrium. A change in one variable begins a chain of events that, if properly managed, requires adjustments in the other variables to achieve a new state of equilibrium.Another way to conceptualize the episodic way of looking at change is to think of managing change as analogous to captaining a ship. The organization is like a large ship traveling across the calm Mediterranean Sea to a specific port. The ship's captain has made this exact trip hundreds of times before with the same crew. Every once in a while, however, a storm will appear, and the crew has to respond. The captain will make the appropriate adjustments meaning, he implement changes and, having maneuvered through the storm, will return to calm waters. Managing an organization should therefore be seen as a journey with a beginning and end, and implementing change as a response to break in the status quo and needed only in occasional situations.The knowledge a manager has caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings.Today's business world does not put a premium on playing by pre-defined rules but on understanding and adapting as the rules of the game, as well as, the game itself keep changing. Examples of such changing business rules, conventions, and assumptions are suggested by the emergence of virtual corporation and business ecosystems.Managers need to develop a greater appreciation for their intangible human assets, captive in the minds and experiences of their knowledge workers. Without these assets, companies are simply not equipped with a vision to foresee or to imagine the future.Always make sure to, first assess preconditions and current state of the organization to make sure the need for change is clear and that there is an appropriate strategy. Leadership styles and organization culture must be congruent, if not implementation should be avoided or delayed until favorable conditions exist.And secondly, remember that change can be a difficult, comprehensive, and long term process. Leaders will need to maintain their commitment, keep the process visible, provide necessary support, and hold people accountable for results. Use input from stakeholders, as possible, and of course, maximize employee involvement in design of the system.
I believe that strategies will persist as guiding forces for organizations seeking to manage necessary change in the coming years. Strategy has been valued by mangers for centuries, originating in military use. As organizations seek to win decisively in increasingly competitive fields, strategy will become increasingly important. Managers have to aggressively define their competitive threats and opportunities, build up their weaknesses.In the interim, we can ask the question, can an organization ever be too lean, too flat, or too flexible? The flattening and loosening up of organization structures have the primary purpose of enhancing competitiveness by increasing speed, reducing cost, and increasing quality. Like all good things, however, there may be a point of diminishing returns. An organization may, at some point, need more management levels, more staffing, and more centralized staff services. More levels may provide more perspective in high-risk decisions, (and perhaps slow down the pace of action), improve integration of scattered management units represented through wide spans, and provide bite size steps in developing managers.Perhaps the most important thing worth repeating is to involve employees in the decision making process, at whatever stages and levels possible. Create an atmosphere of amnesty, so workers and managers feel free to share improvement needs. Tell people what the quality standards are so that inspection and review is not necessary. Emphasize feedback and both quantitative and qualitative performance tracking. Make sure quality teams have the necessary tools and resources, such as training, facilitation, and time to meet. In large organizations, regional offices in particular will probably need lots of support in order to keep the process alive and thriving.In the words of Marilyn Ferguson, American Futurist:"It's not so much that we're afraid of change or so in love with the old ways, but it's that place in between that we fear... It's like being between trapezes. It's Linus when his blanket is in the dryer. There's nothing to hold on to."
______________________________Beckhard, R. & Pritchard, W. (1992). Changing the Essence. San Francisco: Jossey Bass.The Electronic College of Process Innovation. Business Process Re-Engineering Fundamentals. Chapter 7. Department of Defense.Bennis, W. & Nanus, B. (1995). Leaders. New York: Harper & Row.Kanter, R. (1987). The Change Masters. New York: Simon & Schuster.Packard, T. (1989). Participation in decision making, Performance, and job satisfaction in a social work bureaucracy. Administration in Social Work. 13(1), 5973.Tichey, N. (1998). Managing Strategic Change. New York: John Wiley & Sons.Cohen, S. & Brand, R. (1993). Total Quality Management In Government. San Francisco: Jossey Bass, Inc.R. H. Hall. Organizations: Structures, Processes and Outcomes. 4th Edition (Englewood Cliffs, NJ: Prentice Hall. 1987. P.29.
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"Perfect balance in a business exists only in the organizational chart. A living business is always in a state of imbalance, growing here and shrinking there, overdoing one thing and neglecting another." (Peter F. Drucker)I believe the three major trends in organizational processes are: discontinuation of the old way of doing business (re-engineering); migration and starting a new way of doing business (organizational change).One of the most often sited reasons why many re-engineering projects do not achieve the level of success the organization expects deals with the issue of organization culture change. You can have the most efficient process in the world, on paper, and still not have a "world class" operation. You must remember that people have to execute the plans, perform the activities, and provide the interface to the customer. If you have left out of the improvement process a plan on how to change the behavior of the human resource, your project will not succeed.Culture change does not come only as a result of a change in the "system." It comes as a result of consistent incremental change in the way a person feels about the system. Human beings must see that there is less pain and more pleasure associated with the change than not changing. However, it has only been in the last few years that the business community realized the importance of this relationship to their "bottom-line."When an organization is planning a change of any kind that will affect the day-to-day activities of people, the relationship between pain (i.e., emotional cost) and pleasure (i.e., benefit to the individual) must be considered. Human beings are stimulated or held back based on their association of personal benefit or cost as a result of a change in their environment. As a person is faced with change, he will evaluate or question whether or not making the change will cost a great deal in emotional stability or provide a great deal of personal benefit. It is this relationship that determines real, lasting change in a person.People are usually told of the benefit the organization will realize if the change is made, in terms of cost savings, ability to process more requisitions more easily, etc. So, why do most employees resist the change to the new system? Simple question because they associate more pain to changing than not changing. Most people feel that when management says "cost savings" they really mean job abolishment. And when management say "ability to process more requisitions" they really mean the employees' workload will increase. With these interpretations, or mis-interpretations, of the situation, is there any wonder why these employees are not interested in changing the way they do business?Once a change has been announced, usually the first reaction people have is to meet the change with a sense of shock. They ask themselves, "Where did this come from?", What is going on?", "I did not know anything about this!", or "This is not what I agreed to!" Most people I know that have been confronted with change reacted this way?No one can except change until after he gets through the anger, shock and denial. However, once the person has accepted the change as real and that it is going to happen, he begins to rationalize his role in the new situation. It is important to understand that not only can an individual accept the situation and begin to work toward the new vision, but one can also accept the situation as having a negative impact and choose to leave the organization. Either way, the individual has accepted the fact that the new environment exists.It is extremely important that we understand that people will go through each phase, in varying degrees, as they transition from the old way of doing business to the new way
of doing business. How we as managers handle this transition period is the key.Change cannot be accomplished without the commitment and involvement of the organization's leaders. As an organization transition from an old way of doing business to a new way of doing business, leadership becomes the glue that will hold that organization together.Leaders must have an assured and unwaiverable way of thinking about change. They should have a plan which will guide the situation and help to formulate the process of change to be implemented. Leaders should also have a clear idea of what the change will generate. Leaders should initiate change at the point where they have the most control and can make reliable predictions about the consequences of their actions. Leaders should also recognize that change in any one part of the situation affects the whole. They must be alert for unanticipated consequences of their actions.The most important task of a leader is creating a climate that is conducive to the change being attempted. An emotional atmosphere in which people feel that the leader is empathetic and non-judgmental toward the employees and their needs is a climate in which people will be more open about their feelings and resistance.Change is itself a process and must be treated as such. An organization cannot expect people to change the way they have done things for years, overnight. Change is not something that should be taken lightly. It is complex and if managed properly, can be very beneficial to the employees and the organization as a whole. Proper management of the transition of people through the process of change is critical to the success of a new system.Planned change processes often work, if conceptualized and implemented properly; but, unfortunately, every organization is different, and the processes are often adopted "off the shelf" the appliance model of organization change, but a complete program, like a quality circle package, from a dealer, plug it in, and hope that it runs by itself. Alternatively, especially in the underfunded public and not-for-profit sectors, partial applications are tried, and in spite of management and employee commitments do not bear fruit.Migration is the in between part of the transition. You have to let go of the old way but you have not quite gotten to the point of fully grasping the new way. It is like being on a trapeze. As you let go of the first trapeze there is a moment before the other trapeze gets to you. It is during that time that you have nothing to hold on to. It is also during that time that many questions may go through the trapeze artist's mind; things like, "was this a wise thing to do?" or "will I be able to catch the other trapeze?" This can be a very difficult time, yet it can also be a very innovative and creative timeSome pertinent areas to keep abreast of are:I. Anxiety/absenteeism/old weaknesses and wounds emerging.II. People are overloaded; systems are unreliable; signals get mixed.III. Teamwork is undermined; people take sides; old way/new way.IV. Organizations/people are vulnerable to attacks from outside and defenses are weakened.To get through this a manager has to recognize that this behavior is "normal" and expected; create temporary systems or ways to deal with this period; protect their people and communicate/keep the people informed. Be open and honest about the affects of the changes being made.Organizations, by their very nature, are conservative. They actively resist change. You do not have to look far to see evidence of this phenomenon. Government agencies want to continue doing what they have been doing for years, whether the need for their service changes or remains the same. Organized religions are deeply entrenched in their history. Attempts to change church doctrine require great persistence and patience. Educational institutions, which exist to open minds and challenge established doctrine, are themselves extremely resistant to change. Most school systems are using essentially the same teaching technologies today as they were fifty years ago. The majority of business firms, too, appear highly resistant to change.The age of ever changing organization, shifting strategy and capabilities to match rapidly changing markets is in full bloom. Today, the core competencies of successful organizations go beyond simply changing to react to market threats. Successful organizations institutionalize their ability to continually adapt, and master the paradox of creating a stable environment for continual change. They are flexible organizations.Flexible organizations continually develop new strategies and adapt to new market realities, and then shift all aspects of the organization so that they are congruent with the new strategies. They are composed of people who understand the need to change structures, processes, and behavior to meet the needs of different customers, and who shift the organization design as the market and the customers shift. Flexible organizations are composed of people who enjoy change and some who do not like change, but together are experienced in the organizational change process.Flexible organizations use their organizational design as a competitive advantage. Their executives, managers, and employees change the shape of their organization to match the external environment. They reconfigure themselves to adapt to changes in the environment unlike post-war industrial giants, which were designed only to overpower their environment. Flexible organizations are designed to fit into their environment.The flexible form is becoming more common, because the strategic drivers in most organizations are more difficult to management, with dual or multiple reporting relationships, lateral relationships, increased teamwork, and empowered employees making decisions independently. It can drive a traditionally oriented manager crazy.Leading change and managing performance are ongoing, organizational processes affecting all organizations, all the time. Personal, team, and organizational performance are distinctive yet interconnected dynamics that continuously
influence one another. What occurs in one domain affects the performance and results experienced in the others. For example, increased organizational performance is an outcome of
improved team performance and productivity. To increase team performance, personal performance needs to rise. To raise the level of personal performance, the operations and practices of the organization must be supportive, integrated, and aligned.For instance, Total Quality Management (TQM) at first glance was seen primarily as a change in an organization's technology and its way of doing work. In the human services, this means the clients are processed the service delivery methods applied to them and ancillary organizational processes such as paperwork, procurement processes, and other procedures. TQM was also a change in an organization's culture, the norms, values, and belief systems and how organizations functioned. And finally, it was a change in an organization's political system (i.e., decision making processes and power bases).Other key considerations had to do with alignment among various organizational systems. For example, human resource systems, including job design, selection processes, compensation and rewards, performance appraisal, and training and development had to align with and support the TQM culture at that time. Organizational structure and design was definitely different under the TQM system. Management could possibly be reduced and organizational roles were most certainly changed. In particular, middle management and first line supervisors were operating in new ways.In designing a comprehensive change process, the leader had to acknowledge the existing organizational culture (norms and values, managers' leadership philosophies and styles at all levels) to ensure a good fit. TQM had a need to be congruent with or aligned with other organizational processes, including reward systems, financial & information systems, and training systems.The study of planned organizational change has, with very few exceptions, were viewed as an episodic activity. . When change is seen as an episodic activity, it has a beginning, a middle, and an end.Some experts have argued that organizational change should be thought of as balancing a system made up of five interacting variables within the organization; people, tasks, technology, structure and strategy. A change in any one variable has repercussions on one or more of the others.
Again, this perspective is episodic in that it treats organizational change as essentially an effort to sustain its equilibrium. A change in one variable begins a chain of events that, if properly managed, requires adjustments in the other variables to achieve a new state of equilibrium.Another way to conceptualize the episodic way of looking at change is to think of managing change as analogous to captaining a ship. The organization is like a large ship traveling across the calm Mediterranean Sea to a specific port. The ship's captain has made this exact trip hundreds of times before with the same crew. Every once in a while, however, a storm will appear, and the crew has to respond. The captain will make the appropriate adjustments meaning, he implement changes and, having maneuvered through the storm, will return to calm waters. Managing an organization should therefore be seen as a journey with a beginning and end, and implementing change as a response to break in the status quo and needed only in occasional situations.The knowledge a manager has caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings.Today's business world does not put a premium on playing by pre-defined rules but on understanding and adapting as the rules of the game, as well as, the game itself keep changing. Examples of such changing business rules, conventions, and assumptions are suggested by the emergence of virtual corporation and business ecosystems.Managers need to develop a greater appreciation for their intangible human assets, captive in the minds and experiences of their knowledge workers. Without these assets, companies are simply not equipped with a vision to foresee or to imagine the future.Always make sure to, first assess preconditions and current state of the organization to make sure the need for change is clear and that there is an appropriate strategy. Leadership styles and organization culture must be congruent, if not implementation should be avoided or delayed until favorable conditions exist.And secondly, remember that change can be a difficult, comprehensive, and long term process. Leaders will need to maintain their commitment, keep the process visible, provide necessary support, and hold people accountable for results. Use input from stakeholders, as possible, and of course, maximize employee involvement in design of the system.
I believe that strategies will persist as guiding forces for organizations seeking to manage necessary change in the coming years. Strategy has been valued by mangers for centuries, originating in military use. As organizations seek to win decisively in increasingly competitive fields, strategy will become increasingly important. Managers have to aggressively define their competitive threats and opportunities, build up their weaknesses.In the interim, we can ask the question, can an organization ever be too lean, too flat, or too flexible? The flattening and loosening up of organization structures have the primary purpose of enhancing competitiveness by increasing speed, reducing cost, and increasing quality. Like all good things, however, there may be a point of diminishing returns. An organization may, at some point, need more management levels, more staffing, and more centralized staff services. More levels may provide more perspective in high-risk decisions, (and perhaps slow down the pace of action), improve integration of scattered management units represented through wide spans, and provide bite size steps in developing managers.Perhaps the most important thing worth repeating is to involve employees in the decision making process, at whatever stages and levels possible. Create an atmosphere of amnesty, so workers and managers feel free to share improvement needs. Tell people what the quality standards are so that inspection and review is not necessary. Emphasize feedback and both quantitative and qualitative performance tracking. Make sure quality teams have the necessary tools and resources, such as training, facilitation, and time to meet. In large organizations, regional offices in particular will probably need lots of support in order to keep the process alive and thriving.In the words of Marilyn Ferguson, American Futurist:"It's not so much that we're afraid of change or so in love with the old ways, but it's that place in between that we fear... It's like being between trapezes. It's Linus when his blanket is in the dryer. There's nothing to hold on to."
______________________________Beckhard, R. & Pritchard, W. (1992). Changing the Essence. San Francisco: Jossey Bass.The Electronic College of Process Innovation. Business Process Re-Engineering Fundamentals. Chapter 7. Department of Defense.Bennis, W. & Nanus, B. (1995). Leaders. New York: Harper & Row.Kanter, R. (1987). The Change Masters. New York: Simon & Schuster.Packard, T. (1989). Participation in decision making, Performance, and job satisfaction in a social work bureaucracy. Administration in Social Work. 13(1), 5973.Tichey, N. (1998). Managing Strategic Change. New York: John Wiley & Sons.Cohen, S. & Brand, R. (1993). Total Quality Management In Government. San Francisco: Jossey Bass, Inc.R. H. Hall. Organizations: Structures, Processes and Outcomes. 4th Edition (Englewood Cliffs, NJ: Prentice Hall. 1987. P.29.
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How To Influence The Perceived Assertiveness Behaviour
Author : M'Hamed Cherif
The literature on assertiveness distinguishes many models, with varying validity and practical usefulness. In developing the 'Assertiveness Coffee Cards' we have been led to look at the issue from a different angle, namely that of how the brain functions. As a result, we propose the following classification of assertive behaviour:1. Reptilian Emotional Assertiveness;
2. The Learned Assertiveness Behaviour;
3. The Frontal Lobes Driven Assertiveness; and
4. The Perceived Assertive Behaviour.The reptilian emotional assertiveness derives its name from the strong influence of the amygdala that is located in the limbic system, or reptilian brain. The learned assertiveness behaviour is largely linked to the caudate nucleus, where we store our automatic thoughts, prejudices and cognitive reflexes. The third type of assertiveness is produced by the frontal lobes, the place where humans hold, manipulate and construct their most sophisticated ideas. This article deals specifically with the fourth type of assertive behaviour, namely the perceived assertive behaviour. This has definitely to do with our own traits, thoughts and actions, but attention is given here to how people interpret them. Let us remember that, to some extent, 'reality is a construction of the mind'. This framework explains why the same behaviour may be seen as gentle assertiveness in one culture and unacceptable lack of politeness in another.When you communicate, you send a variety of signals that are in effect just sensory perceptions for others. But these incoming sensory perceptions get their meaning only when they are recognised by their brain. Because each brain is unique, it is likely that your messages will receive different interpretations according to the receivers' genetic and neural makeup. Here, your own words, gesture and intonation get a subjective meaning, reflecting the other person's own experience, beliefs, values and prejudices. There are two types of recognition: one is the automatic type of recognition that happens when the unconscious brain recognises something is known to it; the other type of recognition happens when the incoming stimulus starts to take on identity along the pathway that runs from the appropriate cortical sensory area to the association area that abuts it. Information is brought in from memory to flesh out stimulus with the associations that five it meaning.A good punchline, getting a joke and recognising familiar sounds and facial expressions, understanding metaphors produce what Rita Carter calls a 'cerebral snap of the fingers', delivering a sudden jolt of recognition. It happens so fast, even before the conscious brain has even decided what the incoming stimuli really are. Don't we have here a golden opportunity to speak to the unconscious mind of the other? Moreover, we know that recognition is based on associations. You will also gain from inducing the right associations. If you walk like Charlie Chaplin you would most probably evoke certain feelings. If you want to be perceived as gentle but firm in defending your rights, you might want to recourse to a subtle imitation of well known and appreciated leaders. The good news is that your behaviour – be it an imitation – is likely to ultimately change the way you think and behave.For further information, please visit our site at http://www.cute4u.netM'Hamed CHERIF, a holder of a Ph.D in economics, is a consultant in the field of international development. With his daugher, Sarah, and her team, he has been since about two years developing online courses on personal development and business management. Further information can be found at http://www.cute4u.net or http://www.cutesolutions.be
Keyword : assertiveness, online, courses, training, business, personal development, e-learning, leadership
The literature on assertiveness distinguishes many models, with varying validity and practical usefulness. In developing the 'Assertiveness Coffee Cards' we have been led to look at the issue from a different angle, namely that of how the brain functions. As a result, we propose the following classification of assertive behaviour:1. Reptilian Emotional Assertiveness;
2. The Learned Assertiveness Behaviour;
3. The Frontal Lobes Driven Assertiveness; and
4. The Perceived Assertive Behaviour.The reptilian emotional assertiveness derives its name from the strong influence of the amygdala that is located in the limbic system, or reptilian brain. The learned assertiveness behaviour is largely linked to the caudate nucleus, where we store our automatic thoughts, prejudices and cognitive reflexes. The third type of assertiveness is produced by the frontal lobes, the place where humans hold, manipulate and construct their most sophisticated ideas. This article deals specifically with the fourth type of assertive behaviour, namely the perceived assertive behaviour. This has definitely to do with our own traits, thoughts and actions, but attention is given here to how people interpret them. Let us remember that, to some extent, 'reality is a construction of the mind'. This framework explains why the same behaviour may be seen as gentle assertiveness in one culture and unacceptable lack of politeness in another.When you communicate, you send a variety of signals that are in effect just sensory perceptions for others. But these incoming sensory perceptions get their meaning only when they are recognised by their brain. Because each brain is unique, it is likely that your messages will receive different interpretations according to the receivers' genetic and neural makeup. Here, your own words, gesture and intonation get a subjective meaning, reflecting the other person's own experience, beliefs, values and prejudices. There are two types of recognition: one is the automatic type of recognition that happens when the unconscious brain recognises something is known to it; the other type of recognition happens when the incoming stimulus starts to take on identity along the pathway that runs from the appropriate cortical sensory area to the association area that abuts it. Information is brought in from memory to flesh out stimulus with the associations that five it meaning.A good punchline, getting a joke and recognising familiar sounds and facial expressions, understanding metaphors produce what Rita Carter calls a 'cerebral snap of the fingers', delivering a sudden jolt of recognition. It happens so fast, even before the conscious brain has even decided what the incoming stimuli really are. Don't we have here a golden opportunity to speak to the unconscious mind of the other? Moreover, we know that recognition is based on associations. You will also gain from inducing the right associations. If you walk like Charlie Chaplin you would most probably evoke certain feelings. If you want to be perceived as gentle but firm in defending your rights, you might want to recourse to a subtle imitation of well known and appreciated leaders. The good news is that your behaviour – be it an imitation – is likely to ultimately change the way you think and behave.For further information, please visit our site at http://www.cute4u.netM'Hamed CHERIF, a holder of a Ph.D in economics, is a consultant in the field of international development. With his daugher, Sarah, and her team, he has been since about two years developing online courses on personal development and business management. Further information can be found at http://www.cute4u.net or http://www.cutesolutions.be
Keyword : assertiveness, online, courses, training, business, personal development, e-learning, leadership
Why Outsource? How Does Outsourcing Help Companies in Rationalizing Their Costs?
Author : Sameer Panjwani
Outsourcing has been the cause of much debate in recent times. There have been arguments for and against outsourcing. The supporters of outsourcing are primarily those motivated by the desire to cut costs and streamline their business processes while those against outsourcing are those primarily affected by their jobs being given to others. Whatever may be said about the topic, the fact remains that in these days of heavy competition, it's become a necessity to outsource certain components of a business in order to remain competitive.For all those against outsourcing, they should realize that if their company supports them and doesn't outsource, their company will be the first one to lose and they will consequently suffer from the company's inability to remain competitive. Outsourcing makes companies more competitive and this in turn benefits the end-consumers in the country.How does outsourcing help companies in rationalizing their costs?Companies only need pay for what they needIn most businesses, the amount of work comes in cycles. Sometimes there's a lot of work and sometimes there's none. Outsourcing in times of need helps in balancing for lack of resources. It's not possible for companies to hire and fire at their will. It makes more sense outsourcing.Getting an objective overview of the businessThe service providers have been around and they know what's been tried, what works well, and what doesn't. They are usually able to offer a fresh and valuable perspective on what kinds of solutions might work.Getting projects done within the given deadlinesWhen the deadlines are looming and there just doesn't seem to be anyway to get everything done that needs to be done, service providers prove themselves to be more than useful.Higher level of expertise and experience brought to the tableMany service providers have the experience and possess the expertise in completing projects in specialized areas. This allows to companies to take advantage of that experience without budgeting for new full-time employees and accounting for training time and other costs involved.No investment required in manpower or infrastructureUnless you need a service provider to work onsite, you'll find that most service providers work from their own offices and possess the necessary infrastructure and the required professionals to do the job. The same infrastructure and manpower would otherwise involve a huge investment if the job had to be done in-house.Cost-effective way to increase resourcesThe bottom line is that for many projects, outsourcing to an external service provider will often result in higher quality work for less money than doing it in house.In spite of the benefits mentioned, the benefits of outsourcing will be fully realized only when careful due diligence has been given to the service provider and a solid understanding of the services being outsourced are obtained before the signing of any contract.Sameer S Panjwani - CAMO Technologies is a global IT outsourcing service provider offering services in Application Development, Software Testing, Web Services and IT Staffing.
Keyword : outsourcing
Outsourcing has been the cause of much debate in recent times. There have been arguments for and against outsourcing. The supporters of outsourcing are primarily those motivated by the desire to cut costs and streamline their business processes while those against outsourcing are those primarily affected by their jobs being given to others. Whatever may be said about the topic, the fact remains that in these days of heavy competition, it's become a necessity to outsource certain components of a business in order to remain competitive.For all those against outsourcing, they should realize that if their company supports them and doesn't outsource, their company will be the first one to lose and they will consequently suffer from the company's inability to remain competitive. Outsourcing makes companies more competitive and this in turn benefits the end-consumers in the country.How does outsourcing help companies in rationalizing their costs?Companies only need pay for what they needIn most businesses, the amount of work comes in cycles. Sometimes there's a lot of work and sometimes there's none. Outsourcing in times of need helps in balancing for lack of resources. It's not possible for companies to hire and fire at their will. It makes more sense outsourcing.Getting an objective overview of the businessThe service providers have been around and they know what's been tried, what works well, and what doesn't. They are usually able to offer a fresh and valuable perspective on what kinds of solutions might work.Getting projects done within the given deadlinesWhen the deadlines are looming and there just doesn't seem to be anyway to get everything done that needs to be done, service providers prove themselves to be more than useful.Higher level of expertise and experience brought to the tableMany service providers have the experience and possess the expertise in completing projects in specialized areas. This allows to companies to take advantage of that experience without budgeting for new full-time employees and accounting for training time and other costs involved.No investment required in manpower or infrastructureUnless you need a service provider to work onsite, you'll find that most service providers work from their own offices and possess the necessary infrastructure and the required professionals to do the job. The same infrastructure and manpower would otherwise involve a huge investment if the job had to be done in-house.Cost-effective way to increase resourcesThe bottom line is that for many projects, outsourcing to an external service provider will often result in higher quality work for less money than doing it in house.In spite of the benefits mentioned, the benefits of outsourcing will be fully realized only when careful due diligence has been given to the service provider and a solid understanding of the services being outsourced are obtained before the signing of any contract.Sameer S Panjwani - CAMO Technologies is a global IT outsourcing service provider offering services in Application Development, Software Testing, Web Services and IT Staffing.
Keyword : outsourcing
How To Hire The Right Person For The Right Job
Author : John Nicholas
Part of good leadership requires skill in the hiring process. Good leaders know that retention of productive employees affects the bottom line as well as morale and growth.Recruiting, training and then terminating someone is never desirable. There are many good candidates you could hire. However, even though they may have certain desirable skills, they may not be right for the job at hand. The key is not just to hire the right person, but to hire the right person for the right job.Taking the time to make the correct hire in the first place is worth all of the effort it takes. The right person in the right job will be productive for years to come. The right person in the wrong job will cause problems, waste time, and expense and send you back to square one again.Retention is directly related to the hiring process. Therefore, in order to minimize turnover and maximize retention and productivity it is vital to focus on these six steps:1. Screening InterviewQuickly weed out those who immediately demonstrate they will not fit. Proceed with those who show a history of previous success and who will commit to becoming an employee candidate.2. Psychological ProfileIf your organization does not have a specific test for the type of job you need to fill, there are many different companies that provide tests for various types of jobs. Use the Internet to locate them. Try the search category "job psychological tests" as a starter. Research what's available and then go with the test that you determine fits your situation best.3. Reference CheckingThis is exactly what it says. There are ethical and legal ways to find out about a candidate's history. The most common ways are by talking to their previous employer, suppliers and past associates, to name just a few. Information is where you get it. Always be discreet about where and what you learned.4. Comprehensive InterviewThis interview should take from six to eight hours over a one to two week period. It should include, on average, two other interviewers of your choosing in order to form a consensus. Keep in mind that this is really a minimal time investment in the multi-year relationship you hope to build. Some interviewees may try to hide some of their true feelings initially, but most people will become "themselves" over a longer interview period.This process gives you a truer window on the type of candidate that you really have. Another objective is to try to get to know the candidate as well as anyone in your organization. Many people applying for a job may not be prepared to make the effort required for an intense process such as this. The fact that they will stick it out tells you a lot about them.This may seem time consuming, especially when added to your already extensive schedule. Always remember that you may be spending as much time with this candidate as you do with your family. Spending the required time now to get to know the person well enough to predict their success can pay huge dividends down the road for all parties.5. Family DiscussionIf they are married, get a little more insight into the candidate by also interviewing their spouse. This is also an opportunity to sell your company to the spouse to gain support. Then you can turn them into a proponent for the company and the job.Everyone has those down days when they need a calming, supportive, encouraging influence at home.6. Expectation InterviewAfter you determine that this is the candidate you want, it's time to reverse the interview process and begin selling them on yourself and your organization. This is also when the first serious discussion of money occurs. In many cases, the candidate will already be employed and therefore is subject to a counter offer. It's essential that you get a commitment and that you prepare the candidate for this eventuality. If you've done a good job thus far and are competitive and fair, this should not present a problem.Summary• Take the time to hire the best even if it takes six to eight hours over a two week time frame• Go through a six step structured hiring process including:o Screening Interview
o Psychological Profile
o Reference Checking
o Comprehensive Interview
o Family Discussion
o Expectation Interview© 2005 Gaining The Edge.
Feel free to reprint this article provided that it is not altered and that the resource information as shown below is included.For more management tips and techniques subscribe to our free leadership newsletter: http://www.GainingTheEdge.com and receive a valuable free bonus.
Keyword : Hiring, leadership, management
Part of good leadership requires skill in the hiring process. Good leaders know that retention of productive employees affects the bottom line as well as morale and growth.Recruiting, training and then terminating someone is never desirable. There are many good candidates you could hire. However, even though they may have certain desirable skills, they may not be right for the job at hand. The key is not just to hire the right person, but to hire the right person for the right job.Taking the time to make the correct hire in the first place is worth all of the effort it takes. The right person in the right job will be productive for years to come. The right person in the wrong job will cause problems, waste time, and expense and send you back to square one again.Retention is directly related to the hiring process. Therefore, in order to minimize turnover and maximize retention and productivity it is vital to focus on these six steps:1. Screening InterviewQuickly weed out those who immediately demonstrate they will not fit. Proceed with those who show a history of previous success and who will commit to becoming an employee candidate.2. Psychological ProfileIf your organization does not have a specific test for the type of job you need to fill, there are many different companies that provide tests for various types of jobs. Use the Internet to locate them. Try the search category "job psychological tests" as a starter. Research what's available and then go with the test that you determine fits your situation best.3. Reference CheckingThis is exactly what it says. There are ethical and legal ways to find out about a candidate's history. The most common ways are by talking to their previous employer, suppliers and past associates, to name just a few. Information is where you get it. Always be discreet about where and what you learned.4. Comprehensive InterviewThis interview should take from six to eight hours over a one to two week period. It should include, on average, two other interviewers of your choosing in order to form a consensus. Keep in mind that this is really a minimal time investment in the multi-year relationship you hope to build. Some interviewees may try to hide some of their true feelings initially, but most people will become "themselves" over a longer interview period.This process gives you a truer window on the type of candidate that you really have. Another objective is to try to get to know the candidate as well as anyone in your organization. Many people applying for a job may not be prepared to make the effort required for an intense process such as this. The fact that they will stick it out tells you a lot about them.This may seem time consuming, especially when added to your already extensive schedule. Always remember that you may be spending as much time with this candidate as you do with your family. Spending the required time now to get to know the person well enough to predict their success can pay huge dividends down the road for all parties.5. Family DiscussionIf they are married, get a little more insight into the candidate by also interviewing their spouse. This is also an opportunity to sell your company to the spouse to gain support. Then you can turn them into a proponent for the company and the job.Everyone has those down days when they need a calming, supportive, encouraging influence at home.6. Expectation InterviewAfter you determine that this is the candidate you want, it's time to reverse the interview process and begin selling them on yourself and your organization. This is also when the first serious discussion of money occurs. In many cases, the candidate will already be employed and therefore is subject to a counter offer. It's essential that you get a commitment and that you prepare the candidate for this eventuality. If you've done a good job thus far and are competitive and fair, this should not present a problem.Summary• Take the time to hire the best even if it takes six to eight hours over a two week time frame• Go through a six step structured hiring process including:o Screening Interview
o Psychological Profile
o Reference Checking
o Comprehensive Interview
o Family Discussion
o Expectation Interview© 2005 Gaining The Edge.
Feel free to reprint this article provided that it is not altered and that the resource information as shown below is included.For more management tips and techniques subscribe to our free leadership newsletter: http://www.GainingTheEdge.com and receive a valuable free bonus.
Keyword : Hiring, leadership, management
5 Hot Job Negotiations Tips!
Author : Paul Megan
Everyone gets excited by a job offer. It's the culmination of an industrious job search. At last you'll be moving on . . . hopefully to something more interesting, challenging and lucrative.A job offer is a vote of confidence in your ability to do a good job. And it says a lot about your skill in developing a rapport and chemistry with your next boss.But the job search process isn't over!How you close the deal by successfully negotiating a compensation package can make or break the job offer on the table. Do it right and you lock up your new job and position yourself for the future. Do it wrong and you can lose the offer.The solution is to do your homework. Here are 5 tips:1. Research your pay level. Find out how it stacks up to similar jobs in other similar organizations.2. Don't bank on future promises. If part of your deal is some future compensation, promotion or benefit, get it in writing!3. If possible get hold of the organization's info packet. Often compensation, benefits packages and other expectations are spelled out there.4. Get your new boss or the HR rep to spell out the organization's expectations of their employees in general and of this job in particular.5. Remember you are in the strongest bargaining position before you accept the job. That's when your negotiating must be done.Most managers expect you to negotiate. Don't passively accept whatever is put on the table. Be prepared to discuss your concerns about the offer, e.g. level of compensation, benefits package, future growth, reporting relationships, etc.In short, wrap up your job search with a bang!Paul Megan manages EEI, the world class leader in alternative job search strategies and non-traditional career advancement since 1985. Check out THE WORLD'S FASTEST JOB SEARCH SYSTEM! Grab EEI's stunning FREE REPORT: "How To Lock Up A High-Paying Job In 14 Days (Or Less)!"
Everyone gets excited by a job offer. It's the culmination of an industrious job search. At last you'll be moving on . . . hopefully to something more interesting, challenging and lucrative.A job offer is a vote of confidence in your ability to do a good job. And it says a lot about your skill in developing a rapport and chemistry with your next boss.But the job search process isn't over!How you close the deal by successfully negotiating a compensation package can make or break the job offer on the table. Do it right and you lock up your new job and position yourself for the future. Do it wrong and you can lose the offer.The solution is to do your homework. Here are 5 tips:1. Research your pay level. Find out how it stacks up to similar jobs in other similar organizations.2. Don't bank on future promises. If part of your deal is some future compensation, promotion or benefit, get it in writing!3. If possible get hold of the organization's info packet. Often compensation, benefits packages and other expectations are spelled out there.4. Get your new boss or the HR rep to spell out the organization's expectations of their employees in general and of this job in particular.5. Remember you are in the strongest bargaining position before you accept the job. That's when your negotiating must be done.Most managers expect you to negotiate. Don't passively accept whatever is put on the table. Be prepared to discuss your concerns about the offer, e.g. level of compensation, benefits package, future growth, reporting relationships, etc.In short, wrap up your job search with a bang!Paul Megan manages EEI, the world class leader in alternative job search strategies and non-traditional career advancement since 1985. Check out THE WORLD'S FASTEST JOB SEARCH SYSTEM! Grab EEI's stunning FREE REPORT: "How To Lock Up A High-Paying Job In 14 Days (Or Less)!"
http://www.fastest-job-search.com
Keyword : job search, jobs, career, employment, interview, resume
Change Happens: Change and Transition Management for the Individual
Author : L. John Mason
Life change is unavoidable. The pace of change has increased to a record rate with the latest innovations and information technologies. Our body's primitive response mechanism has not been able to keep pace and we are living with "overwhelm" as a daily companion. We do not have time to adapt at a genetic level, so we must learn to use behavioral adaptations to survive and thrive.Each of us is a unique person with our unique habitual response to stress. Some of us respond to stress with anger, frustration, rage, or fear. Some of us get "uptight" and hold tension in our jaws, necks, shoulders, backs, or legs. Some of us want to run away as a response. Sometimes we tighten our stomachs, hold our breath, feel our heart racing, our blood pressure may rise, or our hands and feet may get cold. Sometimes we withdraw as if we could hide from the dangers of newness of our transitions.When we do not have any "control" over the transition and it is an "important" issue, then our stress levels increase. Our body responds, in the only way that it can, as if we were in a life or death situation. We must learn that in life's interactions, the only thing that we can control is our response to the event. If this situation is important to us, it is best if we can have some input in the change process. We must understand our role and importance of our contribution to the larger picture. And finally, we must be meticulous with our self-care.If stress comes from an unclear picture of what the transition entails and what our role in this transition will be, then we can respond with fear and resistance which can hurt the project and often our credibility. Communication with higher ups, peers, and the personnel we must manage is critical. Make sure everyone really understands their value, their role, and their contribution to the success of the project. Honesty is essential. Open conversations about the fears of the new or the grieving of the things that have had to change to make way for the new policy or procedure. Dealing with these issues will enroll the participants more successfully.In a perfect world, there would be time to honor all of these necessary steps for positive transitions, but often the reality is less complete. We must develop strong, uncompromising habits for personal survival and self-care. This might include non-negotiable time for exercise and stress management practice. It would include patterns during stressful transitions where there is enough time for sleep/rest and proper nutrition. Simplify your expectations and distractions. It may not be the best time to take on new projects that would add to the stress like: remodeling the house, moving, new relationships, or large family or social commitments. In other words, use your best common sense and do not over do non-essential activities.Consider using the following checklist of eight tools for managing major transitions more gracefully.Tips for Surviving Change1. Self-Care Daily! See and Use the suggestions from the Ten Timely Tips page. Self-care is the single most important ingredient to maintaining balance as you go through transitions and change. Proper diet, exercise, and regular relaxations will allow you to be more productive with a higher quality of life!2. Communicate. Keep yourself from falling into the pitfalls of life by giving and getting feedback about every major concern (change/transition) you are dealing with. Remember, listening is the most important part of communicating. Ask for clarification, so you can make good decisions.3. Planning... Be Prepared. A productive journey through life's transitions can not occur gracefully without a plan. Long range goals can keep short-term setbacks from defeating you in major ways. Focus on your long term goals regularly to keep you focused and moving ahead. Plan in every area of life: Finance, self-care, education, relationship, emotional growth, creativity/aesthetic, and spiritual development.4. Develop Positive Support Mechanisms. If you want to survive, in good health, you need to have proper feedback and support. The "Family" is not always the best place. Friends and professional counselors can sometimes be the best venue for honesty and appropriate support.5. Develop Positive Rewards. Small and large rewards along your way help make motivation easier, especially with large, long-term goals. A real heartfelt pat on your own back with achieving a reward makes the difficulties easier to bear.6. Use and Develop Your Humor! Positive Attitudes Really Help! Difficulties, when viewed as opportunities for growth and proving your abilities, are less harmful. But do not bury your anger, fear or sadness.7. Deal with the Dilemma of Diversity! Every change throws you into a position of dealing with new people, teams, attitudes, emotional "stretches" and more new obstacles. Learning acceptance (through self-care) can help you to make the necessary adjustments and get along faster toward productivity and higher performance. There will always be a contrary attitude around, accept that other opinions exist and you are entitled to your own.8. Maintain Balance in Your Life! Prioritize, acknowledge, celebrate, and follow through on every area of life, including your emotional and spiritual needs.© L. John Mason, Ph.D., 2002. Stress Education Center and Dstress.comL. John Mason, Ph.D. is the author of the best selling "Guide to Stress Reduction." Since 1977, he has offered Executive Coaching and Training.Please visit the Stress Education Center's website at http://www.dstress.com for articles, free ezine signup, and learn about the new telecourses that are available. If you would like information or a targeted proposal for training or coaching, please contact us at (707) 795-2228.If you are looking to promote your training or coaching career, please investigate the Professional Stress Management Training and Certification Program for a secondary source of income or as career path.
Keyword : change, change management, stress, stress reduction, stress management, performance, productivity
Life change is unavoidable. The pace of change has increased to a record rate with the latest innovations and information technologies. Our body's primitive response mechanism has not been able to keep pace and we are living with "overwhelm" as a daily companion. We do not have time to adapt at a genetic level, so we must learn to use behavioral adaptations to survive and thrive.Each of us is a unique person with our unique habitual response to stress. Some of us respond to stress with anger, frustration, rage, or fear. Some of us get "uptight" and hold tension in our jaws, necks, shoulders, backs, or legs. Some of us want to run away as a response. Sometimes we tighten our stomachs, hold our breath, feel our heart racing, our blood pressure may rise, or our hands and feet may get cold. Sometimes we withdraw as if we could hide from the dangers of newness of our transitions.When we do not have any "control" over the transition and it is an "important" issue, then our stress levels increase. Our body responds, in the only way that it can, as if we were in a life or death situation. We must learn that in life's interactions, the only thing that we can control is our response to the event. If this situation is important to us, it is best if we can have some input in the change process. We must understand our role and importance of our contribution to the larger picture. And finally, we must be meticulous with our self-care.If stress comes from an unclear picture of what the transition entails and what our role in this transition will be, then we can respond with fear and resistance which can hurt the project and often our credibility. Communication with higher ups, peers, and the personnel we must manage is critical. Make sure everyone really understands their value, their role, and their contribution to the success of the project. Honesty is essential. Open conversations about the fears of the new or the grieving of the things that have had to change to make way for the new policy or procedure. Dealing with these issues will enroll the participants more successfully.In a perfect world, there would be time to honor all of these necessary steps for positive transitions, but often the reality is less complete. We must develop strong, uncompromising habits for personal survival and self-care. This might include non-negotiable time for exercise and stress management practice. It would include patterns during stressful transitions where there is enough time for sleep/rest and proper nutrition. Simplify your expectations and distractions. It may not be the best time to take on new projects that would add to the stress like: remodeling the house, moving, new relationships, or large family or social commitments. In other words, use your best common sense and do not over do non-essential activities.Consider using the following checklist of eight tools for managing major transitions more gracefully.Tips for Surviving Change1. Self-Care Daily! See and Use the suggestions from the Ten Timely Tips page. Self-care is the single most important ingredient to maintaining balance as you go through transitions and change. Proper diet, exercise, and regular relaxations will allow you to be more productive with a higher quality of life!2. Communicate. Keep yourself from falling into the pitfalls of life by giving and getting feedback about every major concern (change/transition) you are dealing with. Remember, listening is the most important part of communicating. Ask for clarification, so you can make good decisions.3. Planning... Be Prepared. A productive journey through life's transitions can not occur gracefully without a plan. Long range goals can keep short-term setbacks from defeating you in major ways. Focus on your long term goals regularly to keep you focused and moving ahead. Plan in every area of life: Finance, self-care, education, relationship, emotional growth, creativity/aesthetic, and spiritual development.4. Develop Positive Support Mechanisms. If you want to survive, in good health, you need to have proper feedback and support. The "Family" is not always the best place. Friends and professional counselors can sometimes be the best venue for honesty and appropriate support.5. Develop Positive Rewards. Small and large rewards along your way help make motivation easier, especially with large, long-term goals. A real heartfelt pat on your own back with achieving a reward makes the difficulties easier to bear.6. Use and Develop Your Humor! Positive Attitudes Really Help! Difficulties, when viewed as opportunities for growth and proving your abilities, are less harmful. But do not bury your anger, fear or sadness.7. Deal with the Dilemma of Diversity! Every change throws you into a position of dealing with new people, teams, attitudes, emotional "stretches" and more new obstacles. Learning acceptance (through self-care) can help you to make the necessary adjustments and get along faster toward productivity and higher performance. There will always be a contrary attitude around, accept that other opinions exist and you are entitled to your own.8. Maintain Balance in Your Life! Prioritize, acknowledge, celebrate, and follow through on every area of life, including your emotional and spiritual needs.© L. John Mason, Ph.D., 2002. Stress Education Center and Dstress.comL. John Mason, Ph.D. is the author of the best selling "Guide to Stress Reduction." Since 1977, he has offered Executive Coaching and Training.Please visit the Stress Education Center's website at http://www.dstress.com for articles, free ezine signup, and learn about the new telecourses that are available. If you would like information or a targeted proposal for training or coaching, please contact us at (707) 795-2228.If you are looking to promote your training or coaching career, please investigate the Professional Stress Management Training and Certification Program for a secondary source of income or as career path.
Keyword : change, change management, stress, stress reduction, stress management, performance, productivity
Should Managers Solve Problems or Change their Thinking?
Author : Graeme Nichol
In many management situations we find in our consulting and coaching environment we are brought in to solve particular problems. Management and their teams have tried everything they could but like our boiled frog they can't get out of the soup. A consultant is brought in, wearing his bright red cape and carrying a magic wand. After several months' intensive analysis and study a resolution is found. Plans are developed to implement a solution. Staff is communicated with; the involved members are trained in the new processes, policies and metrics written, a change management procedure is developed and all is being returned to normal. The solutions are implemented and the problem is over. Productivity is up, quality raised, staff is motivated, and costs are down, customers happier than ever before. Management is impressed they chose such a great consultantSTOP Rewind… Not so fast whizkid, MBA wonder boy.How long do you think it will take for that self same problem to reappear? OK it might not be a week. You can rest assured it's coming back within the quarter.Taking snapshots of processes, looking at pieces of the whole and not developing an understanding of the structure of the problem in terms of the interactive systems and people's input is not going to solve problems.People develop a habit for doing what they think is right. Even when it starts going wrong they are not going to appreciate this. Managers will push harder, longer hours, more staff. Success , things improve, then they slump again. People get tired, new staff are not well trained and petty politics comes into play. Initial success at pushing eventually produces the opposite effects!So the act of pushing growth actually inhibits the process! It reminds of a phrase we have in aviation. Pull back on the controls and the houses get small – keep pulling and they'll eventually get big again. Yeah you'll loop right over and scare yourself into diving right into the ground. Houses get real big.So how do we change this and grow? This is where the concept of paradigms comes into play. We have to create new paradigms for the process. We have a limiting paradigm which we need to change to grow and solve our problems.A business I know cannot grow; it gets to a half dozen clients and then loses two, if not them all. They have a mentor who has grown a successful company he tells them what to focus on, new systems, new marketing materials, training, policies and procedures. Not once does he delve into the understanding of the limiting belief structure in the business. Why would he? What does that have to do with business, he may think?"Yeah, we know we can't handle half a dozen clients… Every time we get that many clients something goes wrong!"Now if only the mentor could help the business turn that around into a powerful new paradigm that motivates the business. What if they came up with a paradigm where "half a dozen clients are only the beginning…"The understanding of problems in such simplistic linear terms will never lead to real solutions. Yes, there may be some short term results but the long term effects will still be there to bite you. Bringing in a new accountant solves some reporting issues. Not the reason the reports weren't done in the first place. Developing a new measuring system brings in new data not a new solution.So look at what you're doing and how you're doing it, what's stopping you from doing it better? What's stopping you from doubling your revenue? Halving your waste? Halving your staff compliment? Really? Is your first answer a real reason or a limiting belief?It's amazing how seemingly logical limiting factors can be found to be beliefs. Check on yours. Look at the structure of your business and what interacts with what. Then see who is involved and at what levels. If there is a problem, are you going to fix a symptom or an underlying structural issue? Are you sure?If you can believe it; you can do it.Graeme Nichol, principal Arcturus Advisors, (http://www.arcturusadvisors.com) has worked on 4 continents gaining experience through Big Six consulting companies and boutique firms. Including; Business strategy, project management, change management, systems thinking, developing learning organizations, team development, productivity and quality improvement, and large scale ERP implementations.At Arcturus Advisors and Best year Yet (http://www.bestyearyet.com)we work with business leaders and their teams to close the gap between great strategies and mediocre results. We use the Best Year Yet process to get you to focus on a shared vision and agree on how to achieve it. We get team members to value and respect the individual members and achieve results that far exceed individual contribution.
Keyword : ttransformation, change management, success, results,
In many management situations we find in our consulting and coaching environment we are brought in to solve particular problems. Management and their teams have tried everything they could but like our boiled frog they can't get out of the soup. A consultant is brought in, wearing his bright red cape and carrying a magic wand. After several months' intensive analysis and study a resolution is found. Plans are developed to implement a solution. Staff is communicated with; the involved members are trained in the new processes, policies and metrics written, a change management procedure is developed and all is being returned to normal. The solutions are implemented and the problem is over. Productivity is up, quality raised, staff is motivated, and costs are down, customers happier than ever before. Management is impressed they chose such a great consultantSTOP Rewind… Not so fast whizkid, MBA wonder boy.How long do you think it will take for that self same problem to reappear? OK it might not be a week. You can rest assured it's coming back within the quarter.Taking snapshots of processes, looking at pieces of the whole and not developing an understanding of the structure of the problem in terms of the interactive systems and people's input is not going to solve problems.People develop a habit for doing what they think is right. Even when it starts going wrong they are not going to appreciate this. Managers will push harder, longer hours, more staff. Success , things improve, then they slump again. People get tired, new staff are not well trained and petty politics comes into play. Initial success at pushing eventually produces the opposite effects!So the act of pushing growth actually inhibits the process! It reminds of a phrase we have in aviation. Pull back on the controls and the houses get small – keep pulling and they'll eventually get big again. Yeah you'll loop right over and scare yourself into diving right into the ground. Houses get real big.So how do we change this and grow? This is where the concept of paradigms comes into play. We have to create new paradigms for the process. We have a limiting paradigm which we need to change to grow and solve our problems.A business I know cannot grow; it gets to a half dozen clients and then loses two, if not them all. They have a mentor who has grown a successful company he tells them what to focus on, new systems, new marketing materials, training, policies and procedures. Not once does he delve into the understanding of the limiting belief structure in the business. Why would he? What does that have to do with business, he may think?"Yeah, we know we can't handle half a dozen clients… Every time we get that many clients something goes wrong!"Now if only the mentor could help the business turn that around into a powerful new paradigm that motivates the business. What if they came up with a paradigm where "half a dozen clients are only the beginning…"The understanding of problems in such simplistic linear terms will never lead to real solutions. Yes, there may be some short term results but the long term effects will still be there to bite you. Bringing in a new accountant solves some reporting issues. Not the reason the reports weren't done in the first place. Developing a new measuring system brings in new data not a new solution.So look at what you're doing and how you're doing it, what's stopping you from doing it better? What's stopping you from doubling your revenue? Halving your waste? Halving your staff compliment? Really? Is your first answer a real reason or a limiting belief?It's amazing how seemingly logical limiting factors can be found to be beliefs. Check on yours. Look at the structure of your business and what interacts with what. Then see who is involved and at what levels. If there is a problem, are you going to fix a symptom or an underlying structural issue? Are you sure?If you can believe it; you can do it.Graeme Nichol, principal Arcturus Advisors, (http://www.arcturusadvisors.com) has worked on 4 continents gaining experience through Big Six consulting companies and boutique firms. Including; Business strategy, project management, change management, systems thinking, developing learning organizations, team development, productivity and quality improvement, and large scale ERP implementations.At Arcturus Advisors and Best year Yet (http://www.bestyearyet.com)we work with business leaders and their teams to close the gap between great strategies and mediocre results. We use the Best Year Yet process to get you to focus on a shared vision and agree on how to achieve it. We get team members to value and respect the individual members and achieve results that far exceed individual contribution.
Keyword : ttransformation, change management, success, results,
Software Project Management in Today's Business World
Author : Martin Floyd
As a practicing project manager I felt that I could provide some good tools, useful information and cool links related to this field. This page is for project managers and the purpose is to share information on software development project management topics. My scope on this page is to provide general, as well as, specific project information and software to assist anyone who is working to establish consistent software project leadership.Moreover, I hope to provide some assistance in building professionalism. The current literature still says even with all the training going on and attention to managing projects there is still a rather large error or failure rate in software projects. If your career path is in project management you have a legacy problem and even more reason to read and apply the things that work. My favorite book on this stuff is by Harold Kerzner and is Project Management A Systems Approach to Planning, Scheduling and Controlling. I had the good fortune to attend PMI certification training with Dr Kerzner as the instructor.This article is on project management body of knowledge (PMBOK).Before anything else remember that responsibility without sponsorship makes you an immediate target for project time, scope and resource adjustment problems. Responsibility without authority is pretty much like having great vanity. It means almost nothing when tough choices are required. It is quite a lot like Solomon's thinking on vanity being "like striving after the wind".First of all my focus is on the principles developed by Software Engineering Institute (SEI) and shared by project managers world-wide within the context of the Capability Maturity Model (CMM).As a starting point it is important to discuss what is called the project management body of knowledge (PMBOK). The PMBOK was developed to provide c
onsistent definition to the phases of a project and to delineate what should be considered as important within the context of each part of project management guidance.The knowledge areas and project management processes are contained in nine main focus areas.Project Integration Management - development of project plan, project plan execution and change control.
Project Scope Management - initiation, scope planning, scope definition, scope verification and scope change control.
Project Time Management - activity definition, activity sequencing, activity duration estimation, schedule development and schedule control.
Project Cost Management - resource planning, cost estimating, cost budgeting and cost control.
Project Quality Management - quality planning, quality assurance, and quality control.
Project Human Resource Management - organizational planning, staff acquisition and team development.
Project Communications Management - communications planning, information distribution, performance reporting and administrative closure.
Project Risk Management - risk identification, risk qualification, risk response development and risk response control.
Project Procurement Management - procurement planning, solicitation planning, solicitation, source selection, contract administration and contract close-out.As you can see from these focus areas there is a strong emphasis on the use and meaning of the word "control". A LOT of activity and paperwork can be developed in these management areas, but the main point is that there must be corrective action as required. The authority and responsibility resides with the project manager.There are many skills and attributes that a project manager needs to draw upon to be effective. The project manager has to be:Leader - as a manager the primary concern is consistently provide key results that are expected by the "stakeholders". Leading is also required and involves establishing the vision, strategies needed to "realize" the vision, and, in fact, establishing the direction. The leader must motivate, inspire and communicate among the various people overcoming the political, bureaucratic and people barriers. It is important to remember that leadership must be demonstrated at all levels within the project such as by individuals responsible for technical issues and by team members.Communicating - exchanging information is the key. Make sure that clear, concise and complete information is given to the receiver. Make sure that the receiver has obtained the information in its entirety and that it is clearly understood. Communications is a broad subject area but suffice to say that, whether oral or written, communications is critical to the project. It does not matter whether the communications are formal, whether the communications are going up, down or vertical. What does matter is that the effort will be far exceeded by the results. One area to remember is that if you tell everyone at once you have a better chance of getting your concerns or information disseminated correctly rather than reliance on word of mouth by members of the team telling others. Every time a different person relays information the slant, intent, body language, inflection all have a chance to infer something different.Negotiating - conferring with people to come to consensus or agreement. Negotiating infers that there may be a need for a mediator, arbitrator or facilitator. It depends on the circumstance, the importance, the level, and, more likely, the issues. Issues like cost, scope, objectives, contract terms and conditions, resources can all require negotiating skills.
Problem solving - defining (problem definition) and deciding (decision making based on analysis, solution viability or dictates from stakeholders).Influencing the organization - the ability to use power and politics to get things done. This requires the ability to understand the mechanics or the organization regarding how to constructively use political ability.Project management processes can be organized into five groupings of one or more processes each as follows:Initiating processes - this includes recognizing that a project or phase should begin and making a commitment to do it.
Planning processes - this means developing and maintaining a "workable" plan to accomplish what the project was undertaken to accomplish.Executing processes - coordinating people and any other resources to "execute" or carry out the plan.Controlling processes - making sure that the project objectives are met by measuring and monitoring progress. Furthermore, it means taking appropriate corrective actions when necessary.Closing processes - bringing the project to an orderly conclusion with formal acceptance of the phase or the project.
Everyone connected with managing projects has had the additional core challenge of developing metrics that are "added value" in performance capability and delivery of completed projects that meet the expectations of stakeholders. Collecting metrics does not mean just tabulating figures. It means developing information that helps now and then helps even more in future efforts.There are many, many methods. The charge is to determine what works best for your organization. There are volumes of information on what to collect and how to use the measures effectively. The main point is to not just collect data. Collect information!My next article will discuss the project triangle and the level of technical solution - time, resources and technology solutions. Following that I will be sharing information on Six Sigma as developed by Motorola that can drastically change the quality of your products and/or services by instilling a business process culture that does affect the organization and provide positive returns. In fact the principles are based on statistical analysis that revolves around the concept of standard deviation.I would now like to offer some suggestions, by way of experience, and then offer some links to places I have found of great value to me.Cost Expert is a fairly inexpensive software package that provides for what-if, reporting, combining types of estimates such as function points, top down, bottom up, GUI. Moreover, you can use it with Microsoft Project. I have enjoyed the functionality and reporting capabilities. The software will help generate good plans, resource requirements and risk factors. Cost Expert is particularly good for project managers working without a formalized project-central organizational approach.I have also been a big fan of Microsoft Project software ever since Project 4. The new version still provides a database schema and the VBA capability to expand the functionality continues to make the product a good choice for those not interested in spending much more money for project software.There is a fairly simple wizard that is good to start with in counting function points. It is called the SEER Function Point Wizard and it is fpwiz.There is a PDF file on DoD initiatives regarding software measurement that is Software Measures for DOD Systems.MMB&T makes available version 1.1 of the SoftEST which was developed by MCR Federal Inc. on behalf of the Air Force Cost Analysis Agency.SoftEST Cost Model (V1.1) (1 MB - Zipped file)DEVELOP YOUR MICROSOFT PROJECT AND PROJECT MANAGEMENT SKILLS
Getting the most out of Microsoft Project requires using the product features correctly and using the right features to meet your project management needs.Microsoft describes resources you will find helpful in developing your skills with Microsoft Project and applying them to the broader field of project management.Read about it at: Microsoft Project AssistanceMicrosoft® Project Courseware Trainer PackThese are but a few resources available. The good news is that the function is now recognized as something that merits full attention from executive management and sponsorship to avoid the previously very high failure rate on projects.This article is copywrited by Martin Floyd of MMB&T. All rights reserved.
Keyword : project management
As a practicing project manager I felt that I could provide some good tools, useful information and cool links related to this field. This page is for project managers and the purpose is to share information on software development project management topics. My scope on this page is to provide general, as well as, specific project information and software to assist anyone who is working to establish consistent software project leadership.Moreover, I hope to provide some assistance in building professionalism. The current literature still says even with all the training going on and attention to managing projects there is still a rather large error or failure rate in software projects. If your career path is in project management you have a legacy problem and even more reason to read and apply the things that work. My favorite book on this stuff is by Harold Kerzner and is Project Management A Systems Approach to Planning, Scheduling and Controlling. I had the good fortune to attend PMI certification training with Dr Kerzner as the instructor.This article is on project management body of knowledge (PMBOK).Before anything else remember that responsibility without sponsorship makes you an immediate target for project time, scope and resource adjustment problems. Responsibility without authority is pretty much like having great vanity. It means almost nothing when tough choices are required. It is quite a lot like Solomon's thinking on vanity being "like striving after the wind".First of all my focus is on the principles developed by Software Engineering Institute (SEI) and shared by project managers world-wide within the context of the Capability Maturity Model (CMM).As a starting point it is important to discuss what is called the project management body of knowledge (PMBOK). The PMBOK was developed to provide c
onsistent definition to the phases of a project and to delineate what should be considered as important within the context of each part of project management guidance.The knowledge areas and project management processes are contained in nine main focus areas.Project Integration Management - development of project plan, project plan execution and change control.
Project Scope Management - initiation, scope planning, scope definition, scope verification and scope change control.
Project Time Management - activity definition, activity sequencing, activity duration estimation, schedule development and schedule control.
Project Cost Management - resource planning, cost estimating, cost budgeting and cost control.
Project Quality Management - quality planning, quality assurance, and quality control.
Project Human Resource Management - organizational planning, staff acquisition and team development.
Project Communications Management - communications planning, information distribution, performance reporting and administrative closure.
Project Risk Management - risk identification, risk qualification, risk response development and risk response control.
Project Procurement Management - procurement planning, solicitation planning, solicitation, source selection, contract administration and contract close-out.As you can see from these focus areas there is a strong emphasis on the use and meaning of the word "control". A LOT of activity and paperwork can be developed in these management areas, but the main point is that there must be corrective action as required. The authority and responsibility resides with the project manager.There are many skills and attributes that a project manager needs to draw upon to be effective. The project manager has to be:Leader - as a manager the primary concern is consistently provide key results that are expected by the "stakeholders". Leading is also required and involves establishing the vision, strategies needed to "realize" the vision, and, in fact, establishing the direction. The leader must motivate, inspire and communicate among the various people overcoming the political, bureaucratic and people barriers. It is important to remember that leadership must be demonstrated at all levels within the project such as by individuals responsible for technical issues and by team members.Communicating - exchanging information is the key. Make sure that clear, concise and complete information is given to the receiver. Make sure that the receiver has obtained the information in its entirety and that it is clearly understood. Communications is a broad subject area but suffice to say that, whether oral or written, communications is critical to the project. It does not matter whether the communications are formal, whether the communications are going up, down or vertical. What does matter is that the effort will be far exceeded by the results. One area to remember is that if you tell everyone at once you have a better chance of getting your concerns or information disseminated correctly rather than reliance on word of mouth by members of the team telling others. Every time a different person relays information the slant, intent, body language, inflection all have a chance to infer something different.Negotiating - conferring with people to come to consensus or agreement. Negotiating infers that there may be a need for a mediator, arbitrator or facilitator. It depends on the circumstance, the importance, the level, and, more likely, the issues. Issues like cost, scope, objectives, contract terms and conditions, resources can all require negotiating skills.
Problem solving - defining (problem definition) and deciding (decision making based on analysis, solution viability or dictates from stakeholders).Influencing the organization - the ability to use power and politics to get things done. This requires the ability to understand the mechanics or the organization regarding how to constructively use political ability.Project management processes can be organized into five groupings of one or more processes each as follows:Initiating processes - this includes recognizing that a project or phase should begin and making a commitment to do it.
Planning processes - this means developing and maintaining a "workable" plan to accomplish what the project was undertaken to accomplish.Executing processes - coordinating people and any other resources to "execute" or carry out the plan.Controlling processes - making sure that the project objectives are met by measuring and monitoring progress. Furthermore, it means taking appropriate corrective actions when necessary.Closing processes - bringing the project to an orderly conclusion with formal acceptance of the phase or the project.
Everyone connected with managing projects has had the additional core challenge of developing metrics that are "added value" in performance capability and delivery of completed projects that meet the expectations of stakeholders. Collecting metrics does not mean just tabulating figures. It means developing information that helps now and then helps even more in future efforts.There are many, many methods. The charge is to determine what works best for your organization. There are volumes of information on what to collect and how to use the measures effectively. The main point is to not just collect data. Collect information!My next article will discuss the project triangle and the level of technical solution - time, resources and technology solutions. Following that I will be sharing information on Six Sigma as developed by Motorola that can drastically change the quality of your products and/or services by instilling a business process culture that does affect the organization and provide positive returns. In fact the principles are based on statistical analysis that revolves around the concept of standard deviation.I would now like to offer some suggestions, by way of experience, and then offer some links to places I have found of great value to me.Cost Expert is a fairly inexpensive software package that provides for what-if, reporting, combining types of estimates such as function points, top down, bottom up, GUI. Moreover, you can use it with Microsoft Project. I have enjoyed the functionality and reporting capabilities. The software will help generate good plans, resource requirements and risk factors. Cost Expert is particularly good for project managers working without a formalized project-central organizational approach.I have also been a big fan of Microsoft Project software ever since Project 4. The new version still provides a database schema and the VBA capability to expand the functionality continues to make the product a good choice for those not interested in spending much more money for project software.There is a fairly simple wizard that is good to start with in counting function points. It is called the SEER Function Point Wizard and it is fpwiz.There is a PDF file on DoD initiatives regarding software measurement that is Software Measures for DOD Systems.MMB&T makes available version 1.1 of the SoftEST which was developed by MCR Federal Inc. on behalf of the Air Force Cost Analysis Agency.SoftEST Cost Model (V1.1) (1 MB - Zipped file)DEVELOP YOUR MICROSOFT PROJECT AND PROJECT MANAGEMENT SKILLS
Getting the most out of Microsoft Project requires using the product features correctly and using the right features to meet your project management needs.Microsoft describes resources you will find helpful in developing your skills with Microsoft Project and applying them to the broader field of project management.Read about it at: Microsoft Project AssistanceMicrosoft® Project Courseware Trainer PackThese are but a few resources available. The good news is that the function is now recognized as something that merits full attention from executive management and sponsorship to avoid the previously very high failure rate on projects.This article is copywrited by Martin Floyd of MMB&T. All rights reserved.
Keyword : project management
Negative Employee Attitudes - What Managers Can Do To Turn Them Around
Author : Robert Bacal
At one time or another, organizations develop an over-abundance of "negative energy" or attitudes. Sometimes they can be linked to organizational trauma, like down-sizing, budget restraints or workload increases, but sometimes they evolve over time with no apparent triggering event. The negative organization is characterized by increased complaining, a focus on reasons why things can't be done, and what seems to be a lack of hope that things will get better. It feels like the organization in stuck in treacle. And, it's contagious. Negativism can affect even the most positive employees.What can you do? Based on an article by Arthur Beck and Ellis Hillmar, professors in organization development at University of Richmond, we suggest the following:Model Positive BehaviourIt is obvious that if management is walking negative and talking in a negative way, staff will follow. Don't do it. More than that, take a positive approach with staff by showing confidence in their abilities. Expect a lot, support staff, hold them accountable, confront them and be clear and honest. Set standards for your own work and relations with employees, and work towards meeting them to set an example of positive behaviour.Acknowledge NegativityYou can't ignore negativity and expect it to go away. If you do not acknowledge it, then staff will feel that you are out of touch, and will not be confident in your abilities. Acknowledge the frustration negative feelings, and do not try to convince the person or people that they shouldn't have their negative feelings. However, when acknowledging employees' negative feelings, try asking for suggestions regarding what to do about them.Look For And Identify The Positives In All SituationsSometimes we forget to find positives. When an employee makes an impractical solution, we are quick to dismiss the idea. We should be identifying the effort while gently discussing the idea. Look for small victories, and talk about them. Turning a negative organization into a positive one is a result of thousands of little actions.Give Positive Recognition OftenPretty straight-forward. Provide positive recognition as soon as you find out about good performance. Do not couple positive strokes with suggestions for improvement. Separate them. Combining them devalues the recognition for many people.Refrain From Collusion On Negativity It is easy to get caught in the general complaining and bitching, particularly in informal discussions. When faced with negative conversations, consider changing the subject, comment on the negative content ("Let's talk about something more pleasant"), or ask what can be done about the situation (move from negative to positive slant).A Few More Quick Tips:Hold a strategic planning session to focus on a positive future (but make sure it is well facilitated).Encourage staff to find creative ways to make the work environment more enjoyable.Encourage staff to be involved in decision-making and delegate where possible.Introduce a "work-smart" program to dehassle the workplace.
ConclusionIt is not uncommon for organizations to go through periods of negativity. Managers play important roles in determining if that negativity will increase, or whether the trough is relatively short. Above all, remember that it is the little things that you do, day in and day out, that make the difference.(c) 2005, Robert Bacal, Bacal & Associates. You are welcome to "reprint" this article online as long as it remains complete and unaltered (including the "about the author" info at the end) all links are made live, and this copyright notice and indication of authorship are included.Robert Bacal is a noted performance management author, consultant and trainer, and is the author of a number of books published by McGraw-Hill including Performance Management - A Briefcase Book, Manager's Guide to Performance Reviews and Perfect Phrases For Performance Reviews. For more free information and help with performance management, reviews, and appraisals, visit the Performance Management & Appraisal Help Center at http://performance-appraisals.org.In addition to over 800 articles on performance related subjects, you will find tools to help with diagnosing performance, using progressive discipline, and setting objectives at http://performance-appraisals.org/learnto.His company also runs a free site to educate consumers, with buying guides and product reviews http://buyingadvice411.com.
Keyword : employee, negative attitudes, morale, poor morale, leadership, management, layoffs, bad attitude,
At one time or another, organizations develop an over-abundance of "negative energy" or attitudes. Sometimes they can be linked to organizational trauma, like down-sizing, budget restraints or workload increases, but sometimes they evolve over time with no apparent triggering event. The negative organization is characterized by increased complaining, a focus on reasons why things can't be done, and what seems to be a lack of hope that things will get better. It feels like the organization in stuck in treacle. And, it's contagious. Negativism can affect even the most positive employees.What can you do? Based on an article by Arthur Beck and Ellis Hillmar, professors in organization development at University of Richmond, we suggest the following:Model Positive BehaviourIt is obvious that if management is walking negative and talking in a negative way, staff will follow. Don't do it. More than that, take a positive approach with staff by showing confidence in their abilities. Expect a lot, support staff, hold them accountable, confront them and be clear and honest. Set standards for your own work and relations with employees, and work towards meeting them to set an example of positive behaviour.Acknowledge NegativityYou can't ignore negativity and expect it to go away. If you do not acknowledge it, then staff will feel that you are out of touch, and will not be confident in your abilities. Acknowledge the frustration negative feelings, and do not try to convince the person or people that they shouldn't have their negative feelings. However, when acknowledging employees' negative feelings, try asking for suggestions regarding what to do about them.Look For And Identify The Positives In All SituationsSometimes we forget to find positives. When an employee makes an impractical solution, we are quick to dismiss the idea. We should be identifying the effort while gently discussing the idea. Look for small victories, and talk about them. Turning a negative organization into a positive one is a result of thousands of little actions.Give Positive Recognition OftenPretty straight-forward. Provide positive recognition as soon as you find out about good performance. Do not couple positive strokes with suggestions for improvement. Separate them. Combining them devalues the recognition for many people.Refrain From Collusion On Negativity It is easy to get caught in the general complaining and bitching, particularly in informal discussions. When faced with negative conversations, consider changing the subject, comment on the negative content ("Let's talk about something more pleasant"), or ask what can be done about the situation (move from negative to positive slant).A Few More Quick Tips:Hold a strategic planning session to focus on a positive future (but make sure it is well facilitated).Encourage staff to find creative ways to make the work environment more enjoyable.Encourage staff to be involved in decision-making and delegate where possible.Introduce a "work-smart" program to dehassle the workplace.
ConclusionIt is not uncommon for organizations to go through periods of negativity. Managers play important roles in determining if that negativity will increase, or whether the trough is relatively short. Above all, remember that it is the little things that you do, day in and day out, that make the difference.(c) 2005, Robert Bacal, Bacal & Associates. You are welcome to "reprint" this article online as long as it remains complete and unaltered (including the "about the author" info at the end) all links are made live, and this copyright notice and indication of authorship are included.Robert Bacal is a noted performance management author, consultant and trainer, and is the author of a number of books published by McGraw-Hill including Performance Management - A Briefcase Book, Manager's Guide to Performance Reviews and Perfect Phrases For Performance Reviews. For more free information and help with performance management, reviews, and appraisals, visit the Performance Management & Appraisal Help Center at http://performance-appraisals.org.In addition to over 800 articles on performance related subjects, you will find tools to help with diagnosing performance, using progressive discipline, and setting objectives at http://performance-appraisals.org/learnto.His company also runs a free site to educate consumers, with buying guides and product reviews http://buyingadvice411.com.
Keyword : employee, negative attitudes, morale, poor morale, leadership, management, layoffs, bad attitude,
Effective Leadership: Three Indicators to Measure Yourself
Author : Greg Ballard
Am I the most effective leader I can be? Is my organization well led? Do I always have to be present for my organization to get the job done? These are questions that every leader should be asking himself. The truly honest answers may not always be pleasant.For smaller to medium sized organizations/departments that are part of a larger enterprise, my three key indicators of effective leadership will enable a leader to determine if he is being effective. For the senior leaders of large enterprises, such as Fortune 500 companies, more indicators, such as increasing shareholder wealth, would be needed to assess effective leadership. However, large enterprises should use these three indicators to measure the effectiveness of their junior to middle level leadership. All three must be present to indicate truly effective leadership.The first indicator is Proficiency which I define as the "the organization knows the job thoroughly and does it well." Proficiency is a result of both individual and group training. All organizations know that individuals must be trained, but individual training should be tailored to improving the organization's effectiveness. An individual's training must contribute positively to the organization.Additionally, in my book, Small Unit Leadership, I advocate group training whenever possible, even as a conference room exercise if necessary. Athletic teams and military units use individual training to get to a common language/understanding and they then train as a team for maximum effectiveness. Why can't other organizations? It might require some creativity, but that's not a bad thing.Also, a leader must never assume proficiency. Train as necessary, but always inspect for proficiency. Many potentially great leaders never moved forward in their careers because they failed to exercise one of my principles, "Inspect what you expect." This includes inspecting for proficiency.My second indicator of effective leadership is Organizational Discipline, which I define as "In the absence of the leader or key personnel, the organization executes well and initiates appropriate action." Many leaders believe that to be effective, they must be present nearly all the time. They believe that when they take vacation that their organization will struggle without them. However, when a truly effective leader takes vacation, his organization can run for a period of time without his physical presence. This is because he has set clear standards and expectations and has ingrained a sense of responsibility in his people. His people understand what has to be done and they go about doing it without him being physically present. This is a truly effective leader.Clearly understood standards and expectations are key. Without them, an organization will only do what it is told to do on a recurring basis. With no one physically there to tell them what to do, it will flounder. An effective leader sets clear standards and expectations allowing a well-trained organization to function effectively during his occasional absence.I've frequently heard workers say "We work better without the boss; he only gets in the way." However, the truth is the vast majority of workers want their leader to succeed and be effective. Part of that success is your organization being able to survive your occasional absence without a drop-off in effectiveness. A department with organizational discipline succeeds despite the occasional absence of its leader. Additionally, your boss should notice the well-trained, disciplined team that you have developed when you are away.My third indicator of effective leadership is High Morale, defined as "Employees exhibit a positive state of mind; they are proud to be part of the organization."High morale indicates that proficiency and organizational discipline are well received, indeed, expected by the people in the organization. Organizations can have proficiency and organizational discipline without high morale, but the proficiency and organizational discipline will come from fear or another negative leadership trait. Experience tells me that negative leadership works for only short periods of time.Conversely, for a time, there can be high morale in an organization without proficiency and organizational discipline. However, a lack of proficiency and organizational discipline will eventually lead to chaos, never allowing the organization to reach its goals and objectives.High morale by itself will not allow an organization to attain its goals. However, it will confirm that, if the organization is meeting its standards and expectations, then the leader is using positive, forceful leadership.Drawing on his experiences in the U. S. Marines, in the corporate world, as a coach, and as a small business owner, Greg Ballard has published his book Small Unit Leadership, a concise, yet definitive guide for new, junior, and middle level leaders. His accumulated knowledge and insights greatly benefit not only individuals in positions of responsibility, but also those companies or organizations that have multiple levels of leadership. His number is 317-652-0398; his website is http://www.smallunitleadership.com/
Keyword : leadership, management, indicators, effective
Am I the most effective leader I can be? Is my organization well led? Do I always have to be present for my organization to get the job done? These are questions that every leader should be asking himself. The truly honest answers may not always be pleasant.For smaller to medium sized organizations/departments that are part of a larger enterprise, my three key indicators of effective leadership will enable a leader to determine if he is being effective. For the senior leaders of large enterprises, such as Fortune 500 companies, more indicators, such as increasing shareholder wealth, would be needed to assess effective leadership. However, large enterprises should use these three indicators to measure the effectiveness of their junior to middle level leadership. All three must be present to indicate truly effective leadership.The first indicator is Proficiency which I define as the "the organization knows the job thoroughly and does it well." Proficiency is a result of both individual and group training. All organizations know that individuals must be trained, but individual training should be tailored to improving the organization's effectiveness. An individual's training must contribute positively to the organization.Additionally, in my book, Small Unit Leadership, I advocate group training whenever possible, even as a conference room exercise if necessary. Athletic teams and military units use individual training to get to a common language/understanding and they then train as a team for maximum effectiveness. Why can't other organizations? It might require some creativity, but that's not a bad thing.Also, a leader must never assume proficiency. Train as necessary, but always inspect for proficiency. Many potentially great leaders never moved forward in their careers because they failed to exercise one of my principles, "Inspect what you expect." This includes inspecting for proficiency.My second indicator of effective leadership is Organizational Discipline, which I define as "In the absence of the leader or key personnel, the organization executes well and initiates appropriate action." Many leaders believe that to be effective, they must be present nearly all the time. They believe that when they take vacation that their organization will struggle without them. However, when a truly effective leader takes vacation, his organization can run for a period of time without his physical presence. This is because he has set clear standards and expectations and has ingrained a sense of responsibility in his people. His people understand what has to be done and they go about doing it without him being physically present. This is a truly effective leader.Clearly understood standards and expectations are key. Without them, an organization will only do what it is told to do on a recurring basis. With no one physically there to tell them what to do, it will flounder. An effective leader sets clear standards and expectations allowing a well-trained organization to function effectively during his occasional absence.I've frequently heard workers say "We work better without the boss; he only gets in the way." However, the truth is the vast majority of workers want their leader to succeed and be effective. Part of that success is your organization being able to survive your occasional absence without a drop-off in effectiveness. A department with organizational discipline succeeds despite the occasional absence of its leader. Additionally, your boss should notice the well-trained, disciplined team that you have developed when you are away.My third indicator of effective leadership is High Morale, defined as "Employees exhibit a positive state of mind; they are proud to be part of the organization."High morale indicates that proficiency and organizational discipline are well received, indeed, expected by the people in the organization. Organizations can have proficiency and organizational discipline without high morale, but the proficiency and organizational discipline will come from fear or another negative leadership trait. Experience tells me that negative leadership works for only short periods of time.Conversely, for a time, there can be high morale in an organization without proficiency and organizational discipline. However, a lack of proficiency and organizational discipline will eventually lead to chaos, never allowing the organization to reach its goals and objectives.High morale by itself will not allow an organization to attain its goals. However, it will confirm that, if the organization is meeting its standards and expectations, then the leader is using positive, forceful leadership.Drawing on his experiences in the U. S. Marines, in the corporate world, as a coach, and as a small business owner, Greg Ballard has published his book Small Unit Leadership, a concise, yet definitive guide for new, junior, and middle level leaders. His accumulated knowledge and insights greatly benefit not only individuals in positions of responsibility, but also those companies or organizations that have multiple levels of leadership. His number is 317-652-0398; his website is http://www.smallunitleadership.com/
Keyword : leadership, management, indicators, effective
Employee Benefits Management: Driving Corporate Performance -- A White Paper
Author : Stephanie Marks
In today's economy, companies of all sizes are facing a number of challenges that require urgent action. Health care costs are rising, pension obligations are growing and top talent is becoming increasingly difficult to recruit in the rebounding job market. Among the most significant business trends, competitive pressure on American workers is increasing at a rapid pace as offshore business process outsourcing (BPO) becomes more effective in performing traditional American jobs at much lower costs. The fundamental challenge for human resources managers is to re-invent employee benefit programs to deliver higher performance at a lower cost.The process of re-inventing employee benefit programs begins by developing a portfolio of employee benefits that maximizes total economic value for employees, while minimizing employer investment. In other words, there are a number of very attractive and financially rewarding benefits that employers could provide their employees. One of the most effective, yet highly underutilized, benefits is the employee discount program.Few employers offer their employees an employee discount program, even though it's economic value to employees is very significant, while it's cost is very low. These programs are either developed and maintained by internal human resources staff, or outsourced to managed employee discount programs (such as www.EmployeeHelper.com). Based on case studies conducted by EmployeeHelper.com, companies that have deployed managed employee discount programs with a wide variety of negotiated discounts, the net effect for employees can be equal to a compensation increase of over 5%.Considering the fact that employee discount programs are basically free for employees and their employees, the use of this program is expected to grow significantly across the marketplace. In an economy where competitive advantage is becoming increasingly tied to human capital, enhancements to employee benefits represent a growth opportunity for all business.Please visit http://www.employeehelper.com for more information about employee discount programs.Author Bio:Stephanie Marks is the Vice President of Employer Relations at EmployeeHelper.com (http://www.employeehelper.com), responsible for developing world-class employee discount solutions for leading companies. With over 15 years of senior human resources management experience, Stephanie provides key insight into the employee benefit needs of employers and their employees. For more information, visit http://www.employeehelper.com.
Keyword : management,employee benefits,human resources,employee discounts,intranet,corporate perks,employee
In today's economy, companies of all sizes are facing a number of challenges that require urgent action. Health care costs are rising, pension obligations are growing and top talent is becoming increasingly difficult to recruit in the rebounding job market. Among the most significant business trends, competitive pressure on American workers is increasing at a rapid pace as offshore business process outsourcing (BPO) becomes more effective in performing traditional American jobs at much lower costs. The fundamental challenge for human resources managers is to re-invent employee benefit programs to deliver higher performance at a lower cost.The process of re-inventing employee benefit programs begins by developing a portfolio of employee benefits that maximizes total economic value for employees, while minimizing employer investment. In other words, there are a number of very attractive and financially rewarding benefits that employers could provide their employees. One of the most effective, yet highly underutilized, benefits is the employee discount program.Few employers offer their employees an employee discount program, even though it's economic value to employees is very significant, while it's cost is very low. These programs are either developed and maintained by internal human resources staff, or outsourced to managed employee discount programs (such as www.EmployeeHelper.com). Based on case studies conducted by EmployeeHelper.com, companies that have deployed managed employee discount programs with a wide variety of negotiated discounts, the net effect for employees can be equal to a compensation increase of over 5%.Considering the fact that employee discount programs are basically free for employees and their employees, the use of this program is expected to grow significantly across the marketplace. In an economy where competitive advantage is becoming increasingly tied to human capital, enhancements to employee benefits represent a growth opportunity for all business.Please visit http://www.employeehelper.com for more information about employee discount programs.Author Bio:Stephanie Marks is the Vice President of Employer Relations at EmployeeHelper.com (http://www.employeehelper.com), responsible for developing world-class employee discount solutions for leading companies. With over 15 years of senior human resources management experience, Stephanie provides key insight into the employee benefit needs of employers and their employees. For more information, visit http://www.employeehelper.com.
Keyword : management,employee benefits,human resources,employee discounts,intranet,corporate perks,employee
The Plight of the Misunderstood and Underappreciated Middle Manager
Author : Don Doman
And you thought you had it bad. A recent survey (Accenture: 2004 study) indicates that middle managers have major worries.Some Middle Manager Concerns:
Overworked
Underpaid
Underappreciated
Discouraged about bringing bad news and problems to superiors
Little hope or assistance in promotions
"Aspects of the job middle managers found most frustrating were inadequate pay and compensation, trouble balancing work and personal time, a sense that they do most of the work without receiving proper credit for their contributions and lacking a clear career path. What's more, many weren't optimistic about their prospects for advancement, with only 28% saying their companies were good or excellent at helping them move up. Less
than a third said their firms were effective in helping them communicate bad news to their workers. Communications between supervisors and subordinates also rated low on the satisfaction scale."
-- Ready to Bail? Job Satisfaction Plunges Among Middle Managers By Kristen Gerencher (The Wall Street Journal Executive Career Site - www.careerjournal.com)
For the most part the concerns of middled managerfs are universal complaints for virtually every level of employment and for volunteer organizations as well. When I was a state chairman for the Washington State Jaycees, I sent out a monthly newsletter. In one issue there was a cartoon illustrating the problems of the overworked and underappreciated volunteer, since the newsletter was sent to three separate categories of
volunteers (local chapter officers, regional officers, and state officers), it was easy to change the heading of the
cartoon to reflect the category of the recipients. I received an overwhelming response. Everyone had accolades for my ability to see their "unique" problems.It's nice to recognize the fact that middle management is trying to do the best they can with what they have. Middle managers are under pressure from upper management to produce financial gains at the same time they are being squeezed by lower level employees who are looking for more input and growth. That middle managers face the same worries and misgivings as regular employees and frontline supervisors and managers shouldn't be a shock . . . except . . . I have a feeling that these are the people who can actually do something about the general work environment.In a perfect world, you would hope that front line managers are selected from excited and knowledable employees and that middle managers are selected from front lines and so on up the ladder. Dedication, desire, and education should be considered part of the mix, as well.But, even in an imperfect world, I would hope that occasionally upper management positions are filled from the ranks of qualified middle managers and the lessons learned from middle management become priorities of new leaders in the upper ranks. In the mean time, we should all recognize the efforts made at every level . . . and understand that we all face the same problems, concerns . . . and never enough appreciation.Author Don Doman: Don is a published author of books for small business, corporate video producer, and owner of Ideas and Training (http://www.ideasandtraining.com), which provides business training products. Don also owns Human Resources Radio (http://www.humanresourcesradio.com), which provides business training programs and previews 24-hours a day.
Keyword : management, middle management, upper management, recognition
And you thought you had it bad. A recent survey (Accenture: 2004 study) indicates that middle managers have major worries.Some Middle Manager Concerns:
Overworked
Underpaid
Underappreciated
Discouraged about bringing bad news and problems to superiors
Little hope or assistance in promotions
"Aspects of the job middle managers found most frustrating were inadequate pay and compensation, trouble balancing work and personal time, a sense that they do most of the work without receiving proper credit for their contributions and lacking a clear career path. What's more, many weren't optimistic about their prospects for advancement, with only 28% saying their companies were good or excellent at helping them move up. Less
than a third said their firms were effective in helping them communicate bad news to their workers. Communications between supervisors and subordinates also rated low on the satisfaction scale."
-- Ready to Bail? Job Satisfaction Plunges Among Middle Managers By Kristen Gerencher (The Wall Street Journal Executive Career Site - www.careerjournal.com)
For the most part the concerns of middled managerfs are universal complaints for virtually every level of employment and for volunteer organizations as well. When I was a state chairman for the Washington State Jaycees, I sent out a monthly newsletter. In one issue there was a cartoon illustrating the problems of the overworked and underappreciated volunteer, since the newsletter was sent to three separate categories of
volunteers (local chapter officers, regional officers, and state officers), it was easy to change the heading of the
cartoon to reflect the category of the recipients. I received an overwhelming response. Everyone had accolades for my ability to see their "unique" problems.It's nice to recognize the fact that middle management is trying to do the best they can with what they have. Middle managers are under pressure from upper management to produce financial gains at the same time they are being squeezed by lower level employees who are looking for more input and growth. That middle managers face the same worries and misgivings as regular employees and frontline supervisors and managers shouldn't be a shock . . . except . . . I have a feeling that these are the people who can actually do something about the general work environment.In a perfect world, you would hope that front line managers are selected from excited and knowledable employees and that middle managers are selected from front lines and so on up the ladder. Dedication, desire, and education should be considered part of the mix, as well.But, even in an imperfect world, I would hope that occasionally upper management positions are filled from the ranks of qualified middle managers and the lessons learned from middle management become priorities of new leaders in the upper ranks. In the mean time, we should all recognize the efforts made at every level . . . and understand that we all face the same problems, concerns . . . and never enough appreciation.Author Don Doman: Don is a published author of books for small business, corporate video producer, and owner of Ideas and Training (http://www.ideasandtraining.com), which provides business training products. Don also owns Human Resources Radio (http://www.humanresourcesradio.com), which provides business training programs and previews 24-hours a day.
Keyword : management, middle management, upper management, recognition
The World of Digital I.T. will NEVER Best the World of Analog H.E.A.R.T.
Author : Cameron Switzer
The book I am reading, "The World is Flat" by Thomas L. Friedman, talks all about how technology since 1991 has dramatically and radically ripped asunder and irrevocably changed the face of the globe. It has opened everything up to new potential never-before imagined. Especially since about the year 2000, things have begun changing so fast that people and companies are now able to do things that they never could have dreamed of "just a few years ago". It is all happening so fast, in fact, that it is almost impossible to keep up with the changes. But, says Friedman, you must keep up otherwise you lose your advantage and the other three billion people out there who have just recently come online, will walk all over you until you cease to exist.He is so right.So much has changed so dramatically that the old way of doing business will likely lead to death of that business if I.T. is not embraced completely.We as human beings no expect so much more for so much less. We want it faster, deeper and cheaper than ever before. In effect we want to eat the whole pie and have it to. This I.T. world has changed us to the point that our wants have become our needs and our expectations have skyrocketed.BUT....Today when I went to give my Year End Greetings to a company that I buy product from and respect greatly as a friend, the president came out to my car and said to me something that has always been in my heart, something that I have always believed regardless of this I.T. onslaught."Cam-san, everyone is talking about IT these days how it is changing the face of the earth. BUT, there is one thing that will NEVER change and that is the human heart. Our demands may increase due to I.T. but our hearts, minds and souls will forever be analog and that will never change."He is so right.No matter how deeply you go into I.T. now matter how much you exploit the Everest-like ascent of the I.T. mountain, the human condition will always be unchangingly analog. The true human needs, that is communication, trust, truth, honesty, a desire to help, will always need to be met through the heart, through the mind, and the soul. This will never change. I.T. may speed it all up and allow us to do things on a global scale that we could never have even imagined before, but in the end, like the rock used by the caveman to kill the deer for food, I.T. will never be more than JUST A SIMPLE TOOL.When I returned home and checked my email today I received a message from Shivdeep Dhaliwal, a friend/associate in India who is doing exactly what Friedman talks about in his book: working on I.T. from India and receiving outsourcing work and more for the world with a European partner. How is that for a flattened world?This is what he writes today:"In my past 3 years of experiance in this field, I have realised that IT is basically a business driven completely on Communication and Understanding."He is so right.A computer can never "understand" a human's needs (unless you believe the S.F. movies) unless is becomes sentient. Who knows what the future holds on that wild wild frontier, but at this point in time, it is humans that communicate with humans. And it is humans that understand humans. A computer is just a tool to help get this ultimate goal accomplished more easily than ever before. But again, the I.T. and the world of computers will never be more than JUST A TOOL.Communication, real communication is human to human and that will forever be analog.And it will forever be necessary. If you remember that in all of your business dealings, from the front office to the back office "applications", you can't but succeed. Human interaction, heart-to-heart win-win communication is required to succeed in business.- CameronCameron has lived and worked in Japan for over 15 years. Originally a researcher and educator he has a penchant for details and a natural born flair for communication "soul to soul".His extensive experience in the culture, coupled with language fluency and a deep understanding of Japanese ethics, morals and thought processes has allowed him to develop a special niche market in the business world.While working to develop a global presence for a titanium raw material / parts & accessories distributor for the eyeglass manufacturing world for 5 years, Cameron saw the difficulties small/medium sized manufacturers were having themselves trying to expand their businesses outside of Japan. He decided to assist those kinds of businesses get started successfully.Currently Cameron owns and operates a one-man (one dog) SOHO business designed to help Japanese and foreign companies come together in business in a very efficient, effective, and cost-effective successful manner.Reach Cameron @: http://www.intrmarketsolutions.comVisit his blog @: http://360.yahoo.com/intrmarket
Keyword : I.T.,communication,business,management,competition,advantage,success,needs,digital,analog,customer
The book I am reading, "The World is Flat" by Thomas L. Friedman, talks all about how technology since 1991 has dramatically and radically ripped asunder and irrevocably changed the face of the globe. It has opened everything up to new potential never-before imagined. Especially since about the year 2000, things have begun changing so fast that people and companies are now able to do things that they never could have dreamed of "just a few years ago". It is all happening so fast, in fact, that it is almost impossible to keep up with the changes. But, says Friedman, you must keep up otherwise you lose your advantage and the other three billion people out there who have just recently come online, will walk all over you until you cease to exist.He is so right.So much has changed so dramatically that the old way of doing business will likely lead to death of that business if I.T. is not embraced completely.We as human beings no expect so much more for so much less. We want it faster, deeper and cheaper than ever before. In effect we want to eat the whole pie and have it to. This I.T. world has changed us to the point that our wants have become our needs and our expectations have skyrocketed.BUT....Today when I went to give my Year End Greetings to a company that I buy product from and respect greatly as a friend, the president came out to my car and said to me something that has always been in my heart, something that I have always believed regardless of this I.T. onslaught."Cam-san, everyone is talking about IT these days how it is changing the face of the earth. BUT, there is one thing that will NEVER change and that is the human heart. Our demands may increase due to I.T. but our hearts, minds and souls will forever be analog and that will never change."He is so right.No matter how deeply you go into I.T. now matter how much you exploit the Everest-like ascent of the I.T. mountain, the human condition will always be unchangingly analog. The true human needs, that is communication, trust, truth, honesty, a desire to help, will always need to be met through the heart, through the mind, and the soul. This will never change. I.T. may speed it all up and allow us to do things on a global scale that we could never have even imagined before, but in the end, like the rock used by the caveman to kill the deer for food, I.T. will never be more than JUST A SIMPLE TOOL.When I returned home and checked my email today I received a message from Shivdeep Dhaliwal, a friend/associate in India who is doing exactly what Friedman talks about in his book: working on I.T. from India and receiving outsourcing work and more for the world with a European partner. How is that for a flattened world?This is what he writes today:"In my past 3 years of experiance in this field, I have realised that IT is basically a business driven completely on Communication and Understanding."He is so right.A computer can never "understand" a human's needs (unless you believe the S.F. movies) unless is becomes sentient. Who knows what the future holds on that wild wild frontier, but at this point in time, it is humans that communicate with humans. And it is humans that understand humans. A computer is just a tool to help get this ultimate goal accomplished more easily than ever before. But again, the I.T. and the world of computers will never be more than JUST A TOOL.Communication, real communication is human to human and that will forever be analog.And it will forever be necessary. If you remember that in all of your business dealings, from the front office to the back office "applications", you can't but succeed. Human interaction, heart-to-heart win-win communication is required to succeed in business.- CameronCameron has lived and worked in Japan for over 15 years. Originally a researcher and educator he has a penchant for details and a natural born flair for communication "soul to soul".His extensive experience in the culture, coupled with language fluency and a deep understanding of Japanese ethics, morals and thought processes has allowed him to develop a special niche market in the business world.While working to develop a global presence for a titanium raw material / parts & accessories distributor for the eyeglass manufacturing world for 5 years, Cameron saw the difficulties small/medium sized manufacturers were having themselves trying to expand their businesses outside of Japan. He decided to assist those kinds of businesses get started successfully.Currently Cameron owns and operates a one-man (one dog) SOHO business designed to help Japanese and foreign companies come together in business in a very efficient, effective, and cost-effective successful manner.Reach Cameron @: http://www.intrmarketsolutions.comVisit his blog @: http://360.yahoo.com/intrmarket
Keyword : I.T.,communication,business,management,competition,advantage,success,needs,digital,analog,customer
Making Your Work Environment Work Well: Tap Into the Synergy of the Solitary Soul
Author : Kenneth Wallace
You may recall the scene in the film, "The Lion King," in which Simba, having been banished from his murdered father's kingdom, is floundering in the forest looking for sympathy from anyone who would listen to his sad tale of self-pity. He comes to a stream and, as he gazes into the waters, the form of his father appears and says: "Simba, you have forgotten who you are -- you are more than what you have become."We all are more than what we have become.There are several reasons why this is so. One of the reasons has to do with our work environments. In college, I had a job in a pizza restaurant. One of my tasks was to keep the stainless steel oven doors clean. My manager showed me how he wanted me to do it. After a while I realized I could improve on the process and did so with the results he said he wanted – clean and no streaks. One day, he saw me doing it my way and marched up to me and said: "What do you think you're doing? I showed you how I wanted it done!" Thinking he would listen to reason I said, "I thought . . ." and he cut me off right there and shouted, "I'm not paying you to think, I'm paying you to do what I tell you to do!" Our work environments often do not require us to think in order to perform our responsibilities; in fact, they often require us NOT to think in order to do our job.Prolonged exposure to this kind of work environment results in a psychological situation that can be illustrated by imagining an iceberg, only the tip of which is visible. What lies below is immense in comparison. The top of the iceberg I call the "operational consciousness," which comprises the actions most of us take on a daily basis in our jobs, at home and in our communities. We're seldom called upon to go any deeper than our operational consciousness. We've grown accustom to thinking that what's in the tiny top of the iceberg is all there is to us and, that once we've performed to the best of our perceived ability, we can't do any better. "I did my best" is often used as an excuse for not doing any better.
Occasionally, however, we are challenged to go deeper into ourselves, beneath our "operational consciousness" into what I call the "deep down;" once there, we find ourselves performing better than what we previously thought our best was.
We can challenge ourselves to do better than our best by simply spending time in silence and solitude thinking into our "deep down," communing with what we often ignore and forget: our memories, our hopes, our dreams. The power of any organization lies not in its balance sheet assets that can be assigned a monetary value but in the "off balance sheet" intangible assets: the untapped depth of its employees.A well-known definition of "synergy" is "the whole is greater than the sum of the parts;" and this definition is often illustrated by the equation, "1 + 1 = 3." Synergy, from this understanding, can only happen as an outcome of the interaction between two or more people. This is true, but not the whole truth about synergy. I've found that there's tremendous power in what I call, "the synergy of the solitary soul."When an organization formalizes a process that encourages and enables every employee to spend time thinking into their deep down, the synergy of multiple solitary souls that emerges will result in quicker and more creative solutions to problems, better decisions, more complete, accurate and timely information and a much more lively, livable, enjoyable and productive workplace.Ken Wallace, M. Div., CSL has been in the organizational development field since 1973. He is a seasoned consultant, speaker and executive coach with extensive business experience in multiple industries who provides practical organizational direction and support for business leaders. A professional member of the National Speakers Association since 1989, he is also a member of the International Federation for Professional Speaking and holds the Certified Seminar Leader (CSL) professional designation awarded by the American Seminar Leaders Association.Ken is one of only eight certified Business Systems Coaches worldwide for General Motors.His topics include ethics, leadership, change, communication & his unique Optimal Process Design® program.Tel:(800)235-5690 Claim your free eBook, "How to Do Better Than Your Best in Anything You Do" by visiting the Better Than Your Best website.
Keyword : synergy,innovation,management,business,success,performance,productivity,joy,consciousness,thinking
You may recall the scene in the film, "The Lion King," in which Simba, having been banished from his murdered father's kingdom, is floundering in the forest looking for sympathy from anyone who would listen to his sad tale of self-pity. He comes to a stream and, as he gazes into the waters, the form of his father appears and says: "Simba, you have forgotten who you are -- you are more than what you have become."We all are more than what we have become.There are several reasons why this is so. One of the reasons has to do with our work environments. In college, I had a job in a pizza restaurant. One of my tasks was to keep the stainless steel oven doors clean. My manager showed me how he wanted me to do it. After a while I realized I could improve on the process and did so with the results he said he wanted – clean and no streaks. One day, he saw me doing it my way and marched up to me and said: "What do you think you're doing? I showed you how I wanted it done!" Thinking he would listen to reason I said, "I thought . . ." and he cut me off right there and shouted, "I'm not paying you to think, I'm paying you to do what I tell you to do!" Our work environments often do not require us to think in order to perform our responsibilities; in fact, they often require us NOT to think in order to do our job.Prolonged exposure to this kind of work environment results in a psychological situation that can be illustrated by imagining an iceberg, only the tip of which is visible. What lies below is immense in comparison. The top of the iceberg I call the "operational consciousness," which comprises the actions most of us take on a daily basis in our jobs, at home and in our communities. We're seldom called upon to go any deeper than our operational consciousness. We've grown accustom to thinking that what's in the tiny top of the iceberg is all there is to us and, that once we've performed to the best of our perceived ability, we can't do any better. "I did my best" is often used as an excuse for not doing any better.
Occasionally, however, we are challenged to go deeper into ourselves, beneath our "operational consciousness" into what I call the "deep down;" once there, we find ourselves performing better than what we previously thought our best was.
We can challenge ourselves to do better than our best by simply spending time in silence and solitude thinking into our "deep down," communing with what we often ignore and forget: our memories, our hopes, our dreams. The power of any organization lies not in its balance sheet assets that can be assigned a monetary value but in the "off balance sheet" intangible assets: the untapped depth of its employees.A well-known definition of "synergy" is "the whole is greater than the sum of the parts;" and this definition is often illustrated by the equation, "1 + 1 = 3." Synergy, from this understanding, can only happen as an outcome of the interaction between two or more people. This is true, but not the whole truth about synergy. I've found that there's tremendous power in what I call, "the synergy of the solitary soul."When an organization formalizes a process that encourages and enables every employee to spend time thinking into their deep down, the synergy of multiple solitary souls that emerges will result in quicker and more creative solutions to problems, better decisions, more complete, accurate and timely information and a much more lively, livable, enjoyable and productive workplace.Ken Wallace, M. Div., CSL has been in the organizational development field since 1973. He is a seasoned consultant, speaker and executive coach with extensive business experience in multiple industries who provides practical organizational direction and support for business leaders. A professional member of the National Speakers Association since 1989, he is also a member of the International Federation for Professional Speaking and holds the Certified Seminar Leader (CSL) professional designation awarded by the American Seminar Leaders Association.Ken is one of only eight certified Business Systems Coaches worldwide for General Motors.His topics include ethics, leadership, change, communication & his unique Optimal Process Design® program.Tel:(800)235-5690 Claim your free eBook, "How to Do Better Than Your Best in Anything You Do" by visiting the Better Than Your Best website.
Keyword : synergy,innovation,management,business,success,performance,productivity,joy,consciousness,thinking
Risk Management - Identification and Planning
Author : Michael Russell
In the Defence industry, Risk Management is paramount. Most Defence companies have a whole department dedicated to it. No bid or project can start without a Risk Management Review and no bid will be accepted by a potential customer without the inclusion of a Risk Management Plan.Risk Management is an ongoing process - it's "cradle to grave", starting on receipt of an invitation to tender, covering the bid period, the life of the project up to delivery then on through subsequent support phases.The process, following distribution of an invitation to tender, will be that the allocated Risk Manager calls a meeting of all the department heads or their representatives. Thus, the attendance in respect of a sizeable bid will be something like: Risk Manager (Chairman), Project Manager, Bid Manager, Marketing Manager, Technical Lead, Quality Assurance, Configuration Management, Integrated Logistics Support and Verification and Acceptance Representatives, Procurement Manager, Contract Manager and Finance Manager.A full day will be allocated to the review and a number of systems may be used but one favourite is brain storming. Each member of the team writes as many risks as they can think of on sticky notes. These risks may be anything from "insufficient resources in contracts department put delivery of bid on time at risk" to "lateness of supplier deliveries delay programme". As with most brain storming, anything goes, no matter how stupid an idea may appear.At the end of the designated brain storming period, everyone sticks their risks on the wall under pre-agreed headings, for example Bid Management, Technical, Procurement and so on and duplicates removed.The risks are then graded within their headings from the worst impact on the project and the highest likelihood of occurring down to the least effect and least likelihood of impacting. The top 20 (this could be 50 or more for a very large and complex project) worst risks are then discussed in detail in order to formulate mitigation and contingency plans and to assess the possible cost in terms of both time and money should the risk impact.Each risk is given an owner within the team, even if the risk is seen to be one over which only the Customer has control and following this initial meeting, each risk owner is interviewed by the Risk Manager. The purpose of the interview is to obtain the agreement of the individual that the mitigation and contingency plans are possible and workable and that they will accept responsibility for that particular risk.The Risk Manager compiles all the risks and their associated data and produces a chart showing the risk, its possible impact, the percentage likelihood of its impacting together with associated plans and ownership. The chart, or Risk Management Plan, is circulated amongst the project team for approval and when that process is complete, is formally baselined and issued as part of the bid or project plan.The next article will detail the management of the risks as they threaten the project.
-------------------------------------------------------
Michael Russell
Your Independent guide to Risk Management
-------------------------------------------------------
Keyword : risk management, project management
In the Defence industry, Risk Management is paramount. Most Defence companies have a whole department dedicated to it. No bid or project can start without a Risk Management Review and no bid will be accepted by a potential customer without the inclusion of a Risk Management Plan.Risk Management is an ongoing process - it's "cradle to grave", starting on receipt of an invitation to tender, covering the bid period, the life of the project up to delivery then on through subsequent support phases.The process, following distribution of an invitation to tender, will be that the allocated Risk Manager calls a meeting of all the department heads or their representatives. Thus, the attendance in respect of a sizeable bid will be something like: Risk Manager (Chairman), Project Manager, Bid Manager, Marketing Manager, Technical Lead, Quality Assurance, Configuration Management, Integrated Logistics Support and Verification and Acceptance Representatives, Procurement Manager, Contract Manager and Finance Manager.A full day will be allocated to the review and a number of systems may be used but one favourite is brain storming. Each member of the team writes as many risks as they can think of on sticky notes. These risks may be anything from "insufficient resources in contracts department put delivery of bid on time at risk" to "lateness of supplier deliveries delay programme". As with most brain storming, anything goes, no matter how stupid an idea may appear.At the end of the designated brain storming period, everyone sticks their risks on the wall under pre-agreed headings, for example Bid Management, Technical, Procurement and so on and duplicates removed.The risks are then graded within their headings from the worst impact on the project and the highest likelihood of occurring down to the least effect and least likelihood of impacting. The top 20 (this could be 50 or more for a very large and complex project) worst risks are then discussed in detail in order to formulate mitigation and contingency plans and to assess the possible cost in terms of both time and money should the risk impact.Each risk is given an owner within the team, even if the risk is seen to be one over which only the Customer has control and following this initial meeting, each risk owner is interviewed by the Risk Manager. The purpose of the interview is to obtain the agreement of the individual that the mitigation and contingency plans are possible and workable and that they will accept responsibility for that particular risk.The Risk Manager compiles all the risks and their associated data and produces a chart showing the risk, its possible impact, the percentage likelihood of its impacting together with associated plans and ownership. The chart, or Risk Management Plan, is circulated amongst the project team for approval and when that process is complete, is formally baselined and issued as part of the bid or project plan.The next article will detail the management of the risks as they threaten the project.
-------------------------------------------------------
Michael Russell
Your Independent guide to Risk Management
-------------------------------------------------------
Keyword : risk management, project management
Five Reasons to Make Meetings More Fun
Author : Kevin Eikenberry
The average person spends more time in meetings than they'd like to. The average manager spends the majority of their workday in meetings. Given these facts, it isn't surprising that you can read lots of books, articles and tips about running and managing meetings more effectively. Seldom will you read that you should make your meetings more fun.In this article I will give you five reasons why you should purposefully inject more fun into your meetings.Increase engagement. Let me state the obvious. People like things that are fun. They engage mentally and emotionally in things they are enjoying. Ask yourself: Would you like people to be more fully engaged in your next meeting? Do you want people to be more mentally involved in the problem you are solving or the issue you are discussing? You've brought people together to benefit from their presence, not for them to fill a seat. Making your meetings more fun will increase their engagement in the meeting and help you produce better outcomes.Increase communication. You can't take advantage of people's knowledge and experience if they don't share it. Including an element of fun in your meetings will get people more comfortable with speaking up and sharing their ideas.Improve relationships. If people know each other better and are more comfortable with the others in the meeting, they will more likely share their ideas. So anything we can do to improve the relationships between people is a positive step. Does this mean that everyone in a meeting needs to be best friends? Of course not! What it does mean is that as people know each other better they will be more open to the ideas of others and more willing to share their own. Fun can make all of this happen.Increase energy. How many meetings have you attended where the energy level feels like it is at zero? People's minds are elsewhere or on other projects. People aren't interested in the topic of the meeting. People don't understand why they are there. And all of this shows up in somber, lifeless body language and effort. Of course there are many ways to remedy this besides injecting fun into your meetings, but fun is still a wonderful tool to improve the energy level and attention to the meeting topicsIncrease memory and retention. We remember things that are more enjoyable longer. When we make our meetings more fun, we increase people's ability to remember the content and remember the decisions. When people remember the meeting's events better it improves the likelihood that they will complete their action items, share the results of the meeting more accurately with others and much more.The five reasons above are excellent in themselves. But beyond them individually, the overriding reason to make your meetings more fun is that they will be more productive. We have meetings to get people with different opinions, perspectives and experiences working together. Our whole purpose in doing this is to create valuable outcomes. When we can find ways to make the investment of time and energy for all of those involved more productive, we should implement these ways!This does not mean to add an item to your agenda that says fun. Nor does it mean that you should change the focus of your meetings – you are meeting for a important purpose and that should still be your focus.Just remember that when we can make our meetings more enjoyable, even fun, we can enhance the productivity of those meetings – and productivity and results are why we were meeting in the first place.Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to http://www.kevineikenberry.com/leadership.asp or call us at (317) 387-1424 or 888.LEARNER.
Keyword : meetings, meeting success, fun meetings, productive meetings, leading meetings
The average person spends more time in meetings than they'd like to. The average manager spends the majority of their workday in meetings. Given these facts, it isn't surprising that you can read lots of books, articles and tips about running and managing meetings more effectively. Seldom will you read that you should make your meetings more fun.In this article I will give you five reasons why you should purposefully inject more fun into your meetings.Increase engagement. Let me state the obvious. People like things that are fun. They engage mentally and emotionally in things they are enjoying. Ask yourself: Would you like people to be more fully engaged in your next meeting? Do you want people to be more mentally involved in the problem you are solving or the issue you are discussing? You've brought people together to benefit from their presence, not for them to fill a seat. Making your meetings more fun will increase their engagement in the meeting and help you produce better outcomes.Increase communication. You can't take advantage of people's knowledge and experience if they don't share it. Including an element of fun in your meetings will get people more comfortable with speaking up and sharing their ideas.Improve relationships. If people know each other better and are more comfortable with the others in the meeting, they will more likely share their ideas. So anything we can do to improve the relationships between people is a positive step. Does this mean that everyone in a meeting needs to be best friends? Of course not! What it does mean is that as people know each other better they will be more open to the ideas of others and more willing to share their own. Fun can make all of this happen.Increase energy. How many meetings have you attended where the energy level feels like it is at zero? People's minds are elsewhere or on other projects. People aren't interested in the topic of the meeting. People don't understand why they are there. And all of this shows up in somber, lifeless body language and effort. Of course there are many ways to remedy this besides injecting fun into your meetings, but fun is still a wonderful tool to improve the energy level and attention to the meeting topicsIncrease memory and retention. We remember things that are more enjoyable longer. When we make our meetings more fun, we increase people's ability to remember the content and remember the decisions. When people remember the meeting's events better it improves the likelihood that they will complete their action items, share the results of the meeting more accurately with others and much more.The five reasons above are excellent in themselves. But beyond them individually, the overriding reason to make your meetings more fun is that they will be more productive. We have meetings to get people with different opinions, perspectives and experiences working together. Our whole purpose in doing this is to create valuable outcomes. When we can find ways to make the investment of time and energy for all of those involved more productive, we should implement these ways!This does not mean to add an item to your agenda that says fun. Nor does it mean that you should change the focus of your meetings – you are meeting for a important purpose and that should still be your focus.Just remember that when we can make our meetings more enjoyable, even fun, we can enhance the productivity of those meetings – and productivity and results are why we were meeting in the first place.Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to http://www.kevineikenberry.com/leadership.asp or call us at (317) 387-1424 or 888.LEARNER.
Keyword : meetings, meeting success, fun meetings, productive meetings, leading meetings
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