“It is not Balance you need...

process-adaptability How are you ensuring your core processes are adaptable?
...but Adaptability”One of the underlying benefits of this new reality is it provides a stress test for business continuity plans and the core processes that keep businesses moving forward. Based on what we are seeing, there is plenty of opportunity for process improvement as we now know what worked coming out of last year is likely not going to achieve desired results going forward!Process improvement has two major moving parts. The first key part is how well the processes are documented. This is crucial as it provides a common set of instructions for the entire team, business and/or agency to follow. It also provides a baseline for any adjustments necessary when the underlying business conditions change. The second key part is by what methodology does the team, business and/or agency keep these core processes evergreen? In other words, how is each core process objectively reviewed to ensure it is still relevant...
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“You can’t Motivate People…

happen
…You can only Create a Game Worth Playing” Motivation seems to be a recurring topic in many of the coaching conversations I have so it seems fitting to discuss in some detail as it is clearly still misunderstood by so many leaders and followers. And given the timing of March Madness and the upcoming Opening Day for baseball, it seemed only appropriate to use the quote from Michael Gerber to open the discussion of how leaders can create a “Game Worth Playing”! One of the biggest misconceptions around motivation is that it can be externally applied. What is externally applied are the conditions in which a person is motivated to apply the three elements of motivation: Direction, Intensity and Persistence. As these three elements are applied to one’s behavior, that person’s motivation can be inferred by how much they apply to each of the three. From my own experience, creating a...
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A Business Does Well…

…what its Leaders MeasureOne of the challenges in today’s business environment is the ability to show measurable progress in whatever endeavor the business is involved in. Entrepreneurs wear so many hats, they struggle with where to focus their metrics. Non-profit leaders get caught up in activities without understanding their measurable impact. Corporate leaders create a false sense of security because all they see of the business is through report-driven metrics. All of this to answer the simple question of “How do you know your business is achieving desired results?”For me, the best answer has always included using the Balanced Scorecard approach introduced by Robert Kaplan and David Norton in their 1996 book, “The Balanced Scorecard: Translating Strategy into Action”.  However, whichever measurement tool and/or philosophy you use, there are two tenets we use in helping clients identify areas of process improvement and quality that belong in any discussion of measuring success....
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“There is nothing so useless…

We-are-too-busy
…as doing efficiently what should not be done at all.”I spend a good bit of time in my practice working with businesses on their business planning and people development initiatives. A few of these clients have also invested their time in what is likely the least appreciated part of achieving sustainable success in business ~ process improvement! Peter Drucker’s quote above is a reminder to all business leaders, regardless of size of business, industry or profit status, that everything we do is a process and we should well be aware of whether we are doing the right things well versus just doing anything well.All successful organizations use the same basic processes regardless of whether they sell services, products or both. Their core processes are the ones that directly influence revenue acquisition and the supporting processes are those that have an indirect influence on revenue acquisition. These supporting processes included functions such...
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"If You Can’t Describe What You Do as a Process...

...You Don’t Know What You Are Doing." These words from W. Edwards Deming, considered the godfather of organizational process improvement, are a great way to introduce the third element of the Total Leadership Model. To put it in perspective, we previously introduced Strategy as the foundation of the model and have discussed Leadership Development as one of the two key supporting elements of the model. This month we look at Operational Improvement, the Process side of Total Leadership, as the other supporting element crucial to being an effective leader in today’s business environment. Everything we do in our organization be it public, private, non-profit, large or small is a process. Everything we do has inherent interdependencies with what happens before during and after each task and function we execute. And because each task and function we execute has an outcome, it becomes a point in which we can measure the desired...
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"If You Can’t Describe What You Do as a Process...

...You Don’t Know What You Are Doing." These words from W. Edwards Deming, considered the godfather of organizational process improvement, are a great way to introduce the third element of the Total Leadership Model. To put it in perspective, we previously introduced Strategy as the foundation of the model and have discussed Leadership Development as one of the two key supporting elements of the model. This month we look at Operational Improvement, the Process side of Total Leadership, as the other supporting element crucial to being an effective leader in today’s business environment. Everything we do in our organization be it public, private, non-profit, large or small is a process. Everything we do has inherent interdependencies with what happens before during and after each task and function we execute. And because each task and function we execute has an outcome, it becomes a point in which we can measure the desired...
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1538 Hits
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