Author : Kreg Enderson
I used to think that "leadership" was the graduate level of management. As you learn more about people and the skills necessary to manage, you magically become a leader. In reality, it is vital to be both a manager and a leader. Here's a summary of what both look like.Management basically means to maintain. So as a manager, you come in every day and focus your resources to accomplish objectives. So if you are in manufacturing, you focus on completing a number of widgets each day and make sure that the efforts of your team are aligned to do so. Management is more of a short term focus on immediate goals. Management is really the nuts and bolts of how things get done. If most of your activities during the day involve telling people what to do, then you are managing.Leadership is the act of inspiring others to want to accomplish long term objectives. Leadership deals much more with emotions. As a leader, you must create a vision of what the future will look like, and inspire your team to perform to a level to accomplish this vision. Leadership does not rely on day by day or even minute by minute direction from a manager. One of the key elements is to link the team member's daily activities to this long term vision. Team members see the future and understand how their daily actions will help to create that future. If you spend your time coaching and teaching, then you are most likely leading.So we all need to carry both the leadership and management "hat" with us each day. If you only wear the leadership hat, you are probably falling short on the day to day objectives. If you are only wearing the management hat, you are failing to build a long term strategy and your team members will lack passion in what they do.I hope you all have a successful week.Kreg Enderson is a certified coach, speaker, and trainer that helps leaders become more effective with people. More information can be found at http://www.leadershipmentor.net
Keyword : manager, management, leader, leadership, supervisor
วันเสาร์ที่ 23 กุมภาพันธ์ พ.ศ. 2551
Business Architecture & Management - Information Systems
Author : Hans Bool
Architecture is (normally) about buildings, cities and infrastructure (and the like). You can see it around you and everybody has an opinion about it. You either like the style of that building or you don't and all the nuances in between. Between the Style of an organization and the goal it pursues (although not everybody shares this approach of goal-oriented organizations) unfolds the area of systems.Systems are a response to functional needs. A library provides the function to exhibit the public word. Accessibility is therefore an additional non-functional requirement.
Once you or your organization is aware of the functional requirements it can start building Systems providing the appropriate Construction.This Function-and-Construction matching exists of three pairs, like the three pairs of wings of a building :
The organization (human resources and organizational structure) that responds to the business process.
The information and functions that are accommodated with systems.
And the non-functional requirements that are solved with infrastructure. The metaphor of a building is not exactly appropriate, because between the different wings and each floor there are many connections...In that way, the systems that companies use are accommodated on the middle floor and play a central role in the organization. The structure of the systems exhibits much of the style and the business priorities.This is a list of the systems of which one or more could be present in your organization:
ERP – Enterprise Resource Planning. Systems that manage the internal operation.
SCM – Supply Chain Management. Dedicated to the management of information with third parties.
DMS – Document Management System. Controlling the flow of documents.
CMS – Content Management System. Organize content that is to be shared by everyone.
HRM – Human Resource Management. Systems that are to manage the human resources.
CMS – Contact Management System (e-mail responders for example).
DWH – A Warehouse of corporate client and product data.
TCS – Telecom Systems. A wide area of systems that manage telephone traffic.
...etc.
If you think that this list represents the left or right wing on the second floor, you can imagine that many powers influence this area. Every company, with whatever size, struggles with area. First because it is prominent and eye-catching; everybody is dealing with it. Managing information systems is like managing politics; everybody has an opinion about how it should be.
The challenge is about managing new business and taking these systems with you...on your way...© 2006 Hans BoolHans Bool is the founder of Astor White a traditional management consulting company that offers online management advice. Astor Online solves issues in hours what normally would take days.
You can apply for a free demo account
Keyword : Information systems, managing information, managing information systems
Architecture is (normally) about buildings, cities and infrastructure (and the like). You can see it around you and everybody has an opinion about it. You either like the style of that building or you don't and all the nuances in between. Between the Style of an organization and the goal it pursues (although not everybody shares this approach of goal-oriented organizations) unfolds the area of systems.Systems are a response to functional needs. A library provides the function to exhibit the public word. Accessibility is therefore an additional non-functional requirement.
Once you or your organization is aware of the functional requirements it can start building Systems providing the appropriate Construction.This Function-and-Construction matching exists of three pairs, like the three pairs of wings of a building :
The organization (human resources and organizational structure) that responds to the business process.
The information and functions that are accommodated with systems.
And the non-functional requirements that are solved with infrastructure. The metaphor of a building is not exactly appropriate, because between the different wings and each floor there are many connections...In that way, the systems that companies use are accommodated on the middle floor and play a central role in the organization. The structure of the systems exhibits much of the style and the business priorities.This is a list of the systems of which one or more could be present in your organization:
ERP – Enterprise Resource Planning. Systems that manage the internal operation.
SCM – Supply Chain Management. Dedicated to the management of information with third parties.
DMS – Document Management System. Controlling the flow of documents.
CMS – Content Management System. Organize content that is to be shared by everyone.
HRM – Human Resource Management. Systems that are to manage the human resources.
CMS – Contact Management System (e-mail responders for example).
DWH – A Warehouse of corporate client and product data.
TCS – Telecom Systems. A wide area of systems that manage telephone traffic.
...etc.
If you think that this list represents the left or right wing on the second floor, you can imagine that many powers influence this area. Every company, with whatever size, struggles with area. First because it is prominent and eye-catching; everybody is dealing with it. Managing information systems is like managing politics; everybody has an opinion about how it should be.
The challenge is about managing new business and taking these systems with you...on your way...© 2006 Hans BoolHans Bool is the founder of Astor White a traditional management consulting company that offers online management advice. Astor Online solves issues in hours what normally would take days.
You can apply for a free demo account
Keyword : Information systems, managing information, managing information systems
Getting Over Ambiguities in Your Decision Making
Author : Sergey Dudiy
How do you normally go about non-trivial decisions?Even if you prefer to take time to do your homework and systematically clarify and prioritize all gains or costs, you can still face many grey areas, when pure logic by itself does not arrive at one convincing conclusion.It could be that your criteria for analysis are difficult to formulate unambiguously. You have gaps or conflicts in your data. Circumstances may be changing too fast to give you enough time to systematically sort out all the data. What do you do then?In such situations you will probably turn to your "gut feeling", also known as your inner voice or intuition. When it comes to poorly structured problems like and ambiguities, your decision making effectiveness is determined mostly by your ability to use your intuition.In contrast to logical reasoning process, which occurs mostly in your conscious mind, your intuition works at the subconscious level. The intuition grasps your decision making situation as a whole, processing different pieces of information in parallel. It somehow connects the inner pattern of your new situation with various subconscious pieces of your previous experiences. Then one moment you will receive the conclusion of that inner work as an intuitive message, a message communicated in the language of your subtler feelings.While intuition is an indispensable tool in business decision-making, there are still traps you can fall into if you are not careful.One trap is using intuitive approach as an excuse not to do your homework. Did you ingest all the key facts? At least those that you can get in cost- and time-effective ways. While intuition will help you work around many gaps and ambiguities, even your inner voice can be misled if too many of your facts are wrong or missing.To effectively collect and organize all the relevant data, try to start with a systematic analysis in writing. As much as you can, capture on paper the ideas on the main options and the criteria for evaluating your choices. Write down the key facts and factors you need to keep in mind.Another dangerous trap is confusing your inner voice with the background noise of your current emotional state. Whenever you need to make an important decision, pay particular attention to your overall mood. If you are stressed or in a bad mood, your true inner voice will be distorted or lost in the background of your strong negative feelings. A similar effect may happen with strong positive feelings. Are you also carrying a baggage of suppressed feelings that biases your judgement?Finally, the reliability and effectiveness of your intuition also depends on how much you let it develop. The more experiences you go through and the more attention you give to the intuitive messages in each case, the better "gut feeling" guidance you will get.Sergey Dudiy, Ph.D., is a personal effectiveness writer and web entrepreneur, creator of Time-Management-Guide.com, a web resource dedicated to building a stronger foundation for your success, one skill at a time, from managing time and setting goals to making decisions and building teams.You have the permission to reprint this article electronically or in print, free of charge, as long as you keep the above resource box. A courtesy note would be appreciated.
Keyword : decision making, intuition, time management
How do you normally go about non-trivial decisions?Even if you prefer to take time to do your homework and systematically clarify and prioritize all gains or costs, you can still face many grey areas, when pure logic by itself does not arrive at one convincing conclusion.It could be that your criteria for analysis are difficult to formulate unambiguously. You have gaps or conflicts in your data. Circumstances may be changing too fast to give you enough time to systematically sort out all the data. What do you do then?In such situations you will probably turn to your "gut feeling", also known as your inner voice or intuition. When it comes to poorly structured problems like and ambiguities, your decision making effectiveness is determined mostly by your ability to use your intuition.In contrast to logical reasoning process, which occurs mostly in your conscious mind, your intuition works at the subconscious level. The intuition grasps your decision making situation as a whole, processing different pieces of information in parallel. It somehow connects the inner pattern of your new situation with various subconscious pieces of your previous experiences. Then one moment you will receive the conclusion of that inner work as an intuitive message, a message communicated in the language of your subtler feelings.While intuition is an indispensable tool in business decision-making, there are still traps you can fall into if you are not careful.One trap is using intuitive approach as an excuse not to do your homework. Did you ingest all the key facts? At least those that you can get in cost- and time-effective ways. While intuition will help you work around many gaps and ambiguities, even your inner voice can be misled if too many of your facts are wrong or missing.To effectively collect and organize all the relevant data, try to start with a systematic analysis in writing. As much as you can, capture on paper the ideas on the main options and the criteria for evaluating your choices. Write down the key facts and factors you need to keep in mind.Another dangerous trap is confusing your inner voice with the background noise of your current emotional state. Whenever you need to make an important decision, pay particular attention to your overall mood. If you are stressed or in a bad mood, your true inner voice will be distorted or lost in the background of your strong negative feelings. A similar effect may happen with strong positive feelings. Are you also carrying a baggage of suppressed feelings that biases your judgement?Finally, the reliability and effectiveness of your intuition also depends on how much you let it develop. The more experiences you go through and the more attention you give to the intuitive messages in each case, the better "gut feeling" guidance you will get.Sergey Dudiy, Ph.D., is a personal effectiveness writer and web entrepreneur, creator of Time-Management-Guide.com, a web resource dedicated to building a stronger foundation for your success, one skill at a time, from managing time and setting goals to making decisions and building teams.You have the permission to reprint this article electronically or in print, free of charge, as long as you keep the above resource box. A courtesy note would be appreciated.
Keyword : decision making, intuition, time management
Coaching - A Secret Ingredient for Effective Leadership
Author : Rick Johnson
Coaching is the frontline to improved employee performance. Mentoring is a skill required for selected employee long term development. We are going to focus on coaching in this article. Coaching is proven to work when these two factors are present. First, the employee is willing and wants to grow, second, there is a gap between where they are now and where they want to be. These two basic factors are absolutely essential for you and the employee to solve problems, create a new life, turn a business around, to increase sales and profitability, and design and implement a plan of action.Ultimately humans consistently do only that which they naturally and effortlessly love to do. Finding that passion again and determining what you really want for yourself and your business is your first task. Coaching will help distinguish between what the employee "should want" and "have to want" from what they truly want for themselves. Once you help them develop their vision, they are much more likely to naturally and consistently proceed in that direction.Very few people ever learn the skills of how to think. In our schools, families, and social structures, we learn "how" and "what" to do and we learn "what" to think. Our world is full of individuals who have chosen dependent, me first, excuse ridden attitudes. It has become a way of life. This type of attitude is a dead end for employees. It is unwanted, unproductive, and unprofitable. Possibility thinking through coaching opens the door to a whole new way of seeing and interacting within the environment of the business world we find ourselves in.The old saying "No Pain, No Gain" is exactly the same as the scientific principle of cause and effect. The employees you select to coach and mentor will learn to produce more with less effort. They become more productive and more valuable to the organization. Coaching can help employees eliminate roadblocks and help identify if not eliminate critical constraints that prevent success. Coaching helps employees intensify their focus and become more visionary and productive. Supportive and mutually beneficial relationships are what business and a friendly family culture are all about. Unfortunately, few people learn the communication, decision-making, and perception skills needed to nurture these incredible skills. It is amazing how simple they are to understand and how difficult they are to implement. Coaching can increase the skill level in each of these areas.The Five Key Objectives of Coaching1. Identifying the obstacles to success and helping the employee overcome them. Personal and professional success comes much more easily when you have a strong coach or mentor.2. Better decisions are a result of the willingness to discuss ideas and concerns. Winners are always seeking feedback from others.3. Expand the self imposed horizon and boundaries the employee has created for themselves4. Setting individual goals and objectives5. Identifying and working on individual weaknesses that can impede successThe Umbrella PrinciplesThink of coaching like an umbrella. There are several principles that fall under this umbrella that support the five key objectives of coaching, these include:• Observing Behavior• Effective listening• Providing Feedback• Recognizing performance• TrainingThe Five Steps in the Coaching ProcessAn effective coaching process requires that goals and expectations are clearly understood. It is essential that the employee being coached receive all the appropriate training based on his job responsibilities and future developmental needs. Behavior observation, communication and finally behavior modification are essential to success at coaching. This includes feedback and positive reinforcement.1. Set clear goals & expectations. Setting goals and objectives is no easy task. They must be specific, measurable, attainable, relevant and timely. (SMART) Goals and objectives are the very first step in effective coaching. The employee should participate in this process. After all, the goals should be specific to that individual and they must take ownership. As goals or expectations change, it is your job as coach to communicate these changes to your employees. The goal should be negotiated, not dictated.2. Training. To be an effective coach, you need to understand the employee's strengths and weaknesses. This includes a thorough understanding of their training needs and accomplishments. Do they have the necessary skills and knowledge to accomplish the goals and objectives that have been set? Making sure that the employee has the opportunity to get the required training to develop their skill set is a prerequisite to effective coaching. One of your basic challenging responsibilities as a coach is to identify the skills and knowledge the employee needs and then arrange for the appropriate training.3. Behavior Observation. How does the employee react to a crisis? How do they handle themselves when they are placed in leadership situations? How do they react to peer pressure? As a coach observing the employee's behavior and noting specifics that need attention and discussion is a primary responsibility. It is important that you collect and record both positive and negative performance along the way to add credibility to your feedback.4. Feedback. Meeting with the employee regularly to discuss performance and other issues is absolutely critical to their development. The key is not in telling the employee what to do but it is helping the employee find the answers on their own. This can be done by asking very specific thought provoking questions. Make sure you give the employee kudos for all the positive behavior you have observed.5. Positive Reinforcement.Believe it or not, employees want to be held accountable. If we re going to hold employees accountable, they have to know how they are performing. Specifically we should emphasize the positive aspects of their performance. Focusing on the good things an employee accomplishes will motivate them to continue to do good work, and in turn will ensure repeat performance.It's About LeadershipMake no mistake, coaching and mentoring is about leadership. It is difficult to be a coach or a mentor without leadership skills. Coaching and mentoring is all about the development of others. It requires effective development activities and projects related to current and future performance expectations. It requires the unique ability to recognize potential skill and ability in others that is worthy of development. A good coach or mentor possesses an innate ability to motivate and inspire others to achieve stretch goals. They have the ability, the knowledge and the sensitivity to generate an adaptive style according to the individual and circumstances at hand earning respect and trust. E-mail rick@ceostrategist.com for a list of the key characteristics of a good coach or mentor and a questionnaire to help define personal goals.http://www.ceostrategist.com Dr. Rick Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in leadership and the creation of competitive advantage in wholesale distribution. CEO Strategist LLC. works in an advisory capacity with distributor executives in board representation, executive coaching, team coaching and education and training to make the changes necessary to create or maintain competitive advantage. You can contact them by calling 352-750-0868, or visit
Coaching is the frontline to improved employee performance. Mentoring is a skill required for selected employee long term development. We are going to focus on coaching in this article. Coaching is proven to work when these two factors are present. First, the employee is willing and wants to grow, second, there is a gap between where they are now and where they want to be. These two basic factors are absolutely essential for you and the employee to solve problems, create a new life, turn a business around, to increase sales and profitability, and design and implement a plan of action.Ultimately humans consistently do only that which they naturally and effortlessly love to do. Finding that passion again and determining what you really want for yourself and your business is your first task. Coaching will help distinguish between what the employee "should want" and "have to want" from what they truly want for themselves. Once you help them develop their vision, they are much more likely to naturally and consistently proceed in that direction.Very few people ever learn the skills of how to think. In our schools, families, and social structures, we learn "how" and "what" to do and we learn "what" to think. Our world is full of individuals who have chosen dependent, me first, excuse ridden attitudes. It has become a way of life. This type of attitude is a dead end for employees. It is unwanted, unproductive, and unprofitable. Possibility thinking through coaching opens the door to a whole new way of seeing and interacting within the environment of the business world we find ourselves in.The old saying "No Pain, No Gain" is exactly the same as the scientific principle of cause and effect. The employees you select to coach and mentor will learn to produce more with less effort. They become more productive and more valuable to the organization. Coaching can help employees eliminate roadblocks and help identify if not eliminate critical constraints that prevent success. Coaching helps employees intensify their focus and become more visionary and productive. Supportive and mutually beneficial relationships are what business and a friendly family culture are all about. Unfortunately, few people learn the communication, decision-making, and perception skills needed to nurture these incredible skills. It is amazing how simple they are to understand and how difficult they are to implement. Coaching can increase the skill level in each of these areas.The Five Key Objectives of Coaching1. Identifying the obstacles to success and helping the employee overcome them. Personal and professional success comes much more easily when you have a strong coach or mentor.2. Better decisions are a result of the willingness to discuss ideas and concerns. Winners are always seeking feedback from others.3. Expand the self imposed horizon and boundaries the employee has created for themselves4. Setting individual goals and objectives5. Identifying and working on individual weaknesses that can impede successThe Umbrella PrinciplesThink of coaching like an umbrella. There are several principles that fall under this umbrella that support the five key objectives of coaching, these include:• Observing Behavior• Effective listening• Providing Feedback• Recognizing performance• TrainingThe Five Steps in the Coaching ProcessAn effective coaching process requires that goals and expectations are clearly understood. It is essential that the employee being coached receive all the appropriate training based on his job responsibilities and future developmental needs. Behavior observation, communication and finally behavior modification are essential to success at coaching. This includes feedback and positive reinforcement.1. Set clear goals & expectations. Setting goals and objectives is no easy task. They must be specific, measurable, attainable, relevant and timely. (SMART) Goals and objectives are the very first step in effective coaching. The employee should participate in this process. After all, the goals should be specific to that individual and they must take ownership. As goals or expectations change, it is your job as coach to communicate these changes to your employees. The goal should be negotiated, not dictated.2. Training. To be an effective coach, you need to understand the employee's strengths and weaknesses. This includes a thorough understanding of their training needs and accomplishments. Do they have the necessary skills and knowledge to accomplish the goals and objectives that have been set? Making sure that the employee has the opportunity to get the required training to develop their skill set is a prerequisite to effective coaching. One of your basic challenging responsibilities as a coach is to identify the skills and knowledge the employee needs and then arrange for the appropriate training.3. Behavior Observation. How does the employee react to a crisis? How do they handle themselves when they are placed in leadership situations? How do they react to peer pressure? As a coach observing the employee's behavior and noting specifics that need attention and discussion is a primary responsibility. It is important that you collect and record both positive and negative performance along the way to add credibility to your feedback.4. Feedback. Meeting with the employee regularly to discuss performance and other issues is absolutely critical to their development. The key is not in telling the employee what to do but it is helping the employee find the answers on their own. This can be done by asking very specific thought provoking questions. Make sure you give the employee kudos for all the positive behavior you have observed.5. Positive Reinforcement.Believe it or not, employees want to be held accountable. If we re going to hold employees accountable, they have to know how they are performing. Specifically we should emphasize the positive aspects of their performance. Focusing on the good things an employee accomplishes will motivate them to continue to do good work, and in turn will ensure repeat performance.It's About LeadershipMake no mistake, coaching and mentoring is about leadership. It is difficult to be a coach or a mentor without leadership skills. Coaching and mentoring is all about the development of others. It requires effective development activities and projects related to current and future performance expectations. It requires the unique ability to recognize potential skill and ability in others that is worthy of development. A good coach or mentor possesses an innate ability to motivate and inspire others to achieve stretch goals. They have the ability, the knowledge and the sensitivity to generate an adaptive style according to the individual and circumstances at hand earning respect and trust. E-mail rick@ceostrategist.com for a list of the key characteristics of a good coach or mentor and a questionnaire to help define personal goals.http://www.ceostrategist.com Dr. Rick Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in leadership and the creation of competitive advantage in wholesale distribution. CEO Strategist LLC. works in an advisory capacity with distributor executives in board representation, executive coaching, team coaching and education and training to make the changes necessary to create or maintain competitive advantage. You can contact them by calling 352-750-0868, or visit
http://www.ceostrategist.com for more information. CEO Strategist – experts in Strategic Leadership in Wholesale Distribution.
Need a Board Member --- contact rick@ceostrategist.com.
Keyword : Leadership, board of directors, executive management, mentor, coach, organizational development
Steering our Leadership Wheel
Author : Jim Clemmer
"The winds and waves are always on the side of the best navigators." — Edward Gibbon, English HistorianLeaders look beyond the current situation – beyond what is to what could be. That's why leadership is all about change. It's why leadership is action, not a position.Growing our leadership is also a dynamic process. It begins at the center of our being and develops in multiple directions, each represented by the timeless leadership principles described in The Leader's Digest. This "hub and spokes" model is the basis for The CLEMMER Group's Leadership Wheel.Each part of the wheel corresponds to an area of leadership. At the hub of the wheel, we have the vision, values, and purpose with which leaders effectively focus their teams and organizations on the core of their being (Chapter 2: Focus and Context).Leaders also take initiative and do what needs to be done rather than waiting for "them" to do something (Chapter 3: Responsibility for Choices).Leaders are authentic and lead by visible example, fostering openness and continuous feedback (Chapter 4: Authenticity).
Leaders are passionate and build strong commitment through involvement and ownership (Chapter 5: Passion and Commitment).Leaders lead with heart and rouse team or organizational spirit (Chapter 6: Spirit and Meaning).Leaders grow people through strong coaching and continuous development (Chapter 7: Growing and Developing).Finally, leaders energize people by building strong teams, inspiring, and serving (Chapter 8: Mobilizing and Energizing).The wheel model provides a metaphor for situations faced by an organization. For example, just as a wheel's weight-bearing ability depends upon the strength of its hub, so too does the strength of an organization's hub (or core values) determine the weight of the performance and change issues that it is able to carry.The wheel also represents the circular nature of leadership – there is no beginning or end. Each of the supporting leadership principles around the outside of the Leadership Wheel are interdependent and interconnected. If our team or organization develops all the leadership skills, the wheel is well-rounded. If it is deficient in one or more of these skills, the ride may be a little bumpy.Excerpted from Jim's bestseller, The Leader's Digest: Timeless Principles for Team and Organization Success. View the book's unique format and content, Introduction and Chapter One, and feedback at http://www.theleadersdigest.com. This book is a companion book to Growing the Distance: Timeless Principles for Personal, Career, and Family Success. Jim Clemmer is an internationally acclaimed keynote speaker, workshop/retreat leader, and management team developer on leadership, change, customer focus, culture, teams, and personal growth. His web site is http://www.clemmer.net/articles.
Keyword : leaders, leadership, management
"The winds and waves are always on the side of the best navigators." — Edward Gibbon, English HistorianLeaders look beyond the current situation – beyond what is to what could be. That's why leadership is all about change. It's why leadership is action, not a position.Growing our leadership is also a dynamic process. It begins at the center of our being and develops in multiple directions, each represented by the timeless leadership principles described in The Leader's Digest. This "hub and spokes" model is the basis for The CLEMMER Group's Leadership Wheel.Each part of the wheel corresponds to an area of leadership. At the hub of the wheel, we have the vision, values, and purpose with which leaders effectively focus their teams and organizations on the core of their being (Chapter 2: Focus and Context).Leaders also take initiative and do what needs to be done rather than waiting for "them" to do something (Chapter 3: Responsibility for Choices).Leaders are authentic and lead by visible example, fostering openness and continuous feedback (Chapter 4: Authenticity).
Leaders are passionate and build strong commitment through involvement and ownership (Chapter 5: Passion and Commitment).Leaders lead with heart and rouse team or organizational spirit (Chapter 6: Spirit and Meaning).Leaders grow people through strong coaching and continuous development (Chapter 7: Growing and Developing).Finally, leaders energize people by building strong teams, inspiring, and serving (Chapter 8: Mobilizing and Energizing).The wheel model provides a metaphor for situations faced by an organization. For example, just as a wheel's weight-bearing ability depends upon the strength of its hub, so too does the strength of an organization's hub (or core values) determine the weight of the performance and change issues that it is able to carry.The wheel also represents the circular nature of leadership – there is no beginning or end. Each of the supporting leadership principles around the outside of the Leadership Wheel are interdependent and interconnected. If our team or organization develops all the leadership skills, the wheel is well-rounded. If it is deficient in one or more of these skills, the ride may be a little bumpy.Excerpted from Jim's bestseller, The Leader's Digest: Timeless Principles for Team and Organization Success. View the book's unique format and content, Introduction and Chapter One, and feedback at http://www.theleadersdigest.com. This book is a companion book to Growing the Distance: Timeless Principles for Personal, Career, and Family Success. Jim Clemmer is an internationally acclaimed keynote speaker, workshop/retreat leader, and management team developer on leadership, change, customer focus, culture, teams, and personal growth. His web site is http://www.clemmer.net/articles.
Keyword : leaders, leadership, management
Project Management - Time Estimates and Planning
Author : Liz Cassidy
Accurate time estimation is a skill essential for good project management. It is important to get time estimates right for two main reasons:1. Time estimates drive the setting of deadlines for delivery and planning of projects, and hence will impact on other peoples assessment of your reliability and competence as a project manager.
2. Time estimates often determine the pricing of contracts and hence the profitability of the contract /project in commercial terms.Often people underestimate the amount of time needed to implement projects. This is true particularly when the project manager is not familiar with the task to be carried out. Unexpected events or unscheduled high priority work may not be taken into account.Project managers also often simply fail to allow for the full complexity or potential errors and stuff ups, involved with a project. The 2004-2006 Wembley Stadium project in London is often used as an example, although there are countless others of less profile.Time estimates are important as inputs into other techniques used to organise and structure all projects. Using good time estimation techniques may reduce large projects to a series of smaller projects.Step 1 - Understand the Project Outcome
First you need to fully understand what it is you need to achieve. (Refer to my article; Project Management - Begin with the end in mind). Review the project /task in detail so that there are no 'unknowns'. Some difficult-to-understand, tricky problems that take the greatest amount of time to solve.
The best way to review the job is to just list all component tasks in full detail.Step 2 - Estimate time
When you have a detailed list of all the tasks that you must achieve to complete the project then you can begin to estimate how long each will take.Make sure that you also allow time for project management administration, detailed project, liaison with outside bodies' resources and authorities, meetings, quality assurance developing supporting documentation or procedures necessary, and training.Also make sure that you have allowed time for:
• Other high urgency tasks to be carried out which will have priority over this one
• Accidents and emergencies
• Internal/external meetings
• Holidays and sickness in key staff/stakeholders
• Contact with other customers, suppliers and contractors.
• Breakdowns in equipment
• Missed deliveries by suppliers
• Interruptions by customers, suppliers, contractors, family, pets, co- workers etc
• Others priorities and schedules e.g. local government planning processes
• Quality control rejections etc.
• Unanticipated events (e.g. renovating the bathroom finding white-ants/termites in the walls)These factors may significantly lengthen the time and cost needed to complete a project.If the accuracy of time estimates is critical, you will find it effective to develop a systematic approach to including these factors. If possible, base this on past experience. In the absence of your own past experience, ask someone who has already done the task or project to advise what can go wrong; what you need to plan for; and how long each task took previously.You can lose a great deal of credibility, and money, by underestimating the length of time needed to implement a project. If you underestimate time, not only do you miss deadlines, you can also put other people under unnecessary stress.Step 3 – Plan for it Going Wrong
Finally, allow time for all the expected and unexpected disruptions and delays to work that will inevitably happen. Sickness, strikes, materials not available, poor quality work, bureaucratic bungling etc.Liz Cassidy, founder of Third Sigma International is an author, Speaker, Trainer and Executive and Performance Coach dedicated to facilitating results in the businesses, professional and personal lives of her clients. For more information http://www.thirdsigma.com.au.
Keyword : Project,Project management,planning,tasks list,time estimates,Liz Cassidy,third sigma,end point,plan
Accurate time estimation is a skill essential for good project management. It is important to get time estimates right for two main reasons:1. Time estimates drive the setting of deadlines for delivery and planning of projects, and hence will impact on other peoples assessment of your reliability and competence as a project manager.
2. Time estimates often determine the pricing of contracts and hence the profitability of the contract /project in commercial terms.Often people underestimate the amount of time needed to implement projects. This is true particularly when the project manager is not familiar with the task to be carried out. Unexpected events or unscheduled high priority work may not be taken into account.Project managers also often simply fail to allow for the full complexity or potential errors and stuff ups, involved with a project. The 2004-2006 Wembley Stadium project in London is often used as an example, although there are countless others of less profile.Time estimates are important as inputs into other techniques used to organise and structure all projects. Using good time estimation techniques may reduce large projects to a series of smaller projects.Step 1 - Understand the Project Outcome
First you need to fully understand what it is you need to achieve. (Refer to my article; Project Management - Begin with the end in mind). Review the project /task in detail so that there are no 'unknowns'. Some difficult-to-understand, tricky problems that take the greatest amount of time to solve.
The best way to review the job is to just list all component tasks in full detail.Step 2 - Estimate time
When you have a detailed list of all the tasks that you must achieve to complete the project then you can begin to estimate how long each will take.Make sure that you also allow time for project management administration, detailed project, liaison with outside bodies' resources and authorities, meetings, quality assurance developing supporting documentation or procedures necessary, and training.Also make sure that you have allowed time for:
• Other high urgency tasks to be carried out which will have priority over this one
• Accidents and emergencies
• Internal/external meetings
• Holidays and sickness in key staff/stakeholders
• Contact with other customers, suppliers and contractors.
• Breakdowns in equipment
• Missed deliveries by suppliers
• Interruptions by customers, suppliers, contractors, family, pets, co- workers etc
• Others priorities and schedules e.g. local government planning processes
• Quality control rejections etc.
• Unanticipated events (e.g. renovating the bathroom finding white-ants/termites in the walls)These factors may significantly lengthen the time and cost needed to complete a project.If the accuracy of time estimates is critical, you will find it effective to develop a systematic approach to including these factors. If possible, base this on past experience. In the absence of your own past experience, ask someone who has already done the task or project to advise what can go wrong; what you need to plan for; and how long each task took previously.You can lose a great deal of credibility, and money, by underestimating the length of time needed to implement a project. If you underestimate time, not only do you miss deadlines, you can also put other people under unnecessary stress.Step 3 – Plan for it Going Wrong
Finally, allow time for all the expected and unexpected disruptions and delays to work that will inevitably happen. Sickness, strikes, materials not available, poor quality work, bureaucratic bungling etc.Liz Cassidy, founder of Third Sigma International is an author, Speaker, Trainer and Executive and Performance Coach dedicated to facilitating results in the businesses, professional and personal lives of her clients. For more information http://www.thirdsigma.com.au.
Keyword : Project,Project management,planning,tasks list,time estimates,Liz Cassidy,third sigma,end point,plan
Connections: Business Process Management and Six Sigma
Author : Peter Peterka
One of the most powerful ways to improve business processes is combining business process management (BPM) strategies with Six Sigma strategies. BPM strategies emphasize process improvements and automation to drive performance, while Six Sigma uses statistical analysis to drive quality improvements. The two strategies are not mutually exclusive, however, and many companies have discovered that combining BPM and Six Sigma can create dramatic results.BPM basicsLet's first take a look at the basics of BPM. It uses a four step method to create better processes and improve performance. The steps are as follows:• Map the process (whether new or existing) from start to finish, capturing each step along the way• Execute the process by using people and automated applications, with specific assignments of responsibilities and accountabilities for each step• Manage the process through information flow, actions and related activities• Analyze process performance and metrics, using findings as the basis for continuous process improvementBPM has a strong base in software applications to help streamline and automate processes. At the software level, BPM is commonly applied within a single department or group to improve a specific process.From the software level, BPM expands to a suite of software applications. The suite level enables BPM to link multiple departments or groups that affect processes. It promotes information sharing and accountability through use of a work portals where multiple users can share knowledge, documentation, and process management.At its highest level, BPM expands to an enterprise-wide system. This level combines software and IT aspects with management practices to address broad structural and systemic issues within a business or organization. Business practices and operations are examined from a holistic standpoint, paying close attention to how occurrences in any one part of the system have a ripple effect across the organization.Six Sigma basicsThe concept of Six Sigma was developed at Motorola in the 1980's as they worked to improve the quality of their products and services. By implementing a systematic, rigorous routine, they were able to improve their products and increase customer satisfaction, thus increasing profits.Six Sigma approaches business processes from a highly statistical standpoint. It incorporates three levels of activity:• Metrics – statistical focus to make process outcomes 99.9997% defect free, otherwise expressed as 3.4 defects per million opportunities• Methodology – structured approach to solving problems that uses specific tools and process mapping to achieve the metric goal• Philosophy – the enterprise-wide embrace of defect reduction by making decisions based on hard data and customer focusIn short, Six Sigma allows an organization to reduce the variability in its products and services so that waste is reduced, efficiency is improved, and customer satisfaction is dramatically increased. Business problems are solved through rigorous application of data collection and analysis tools. The training that Six Sigma users receive is quite intensive, progressing through several increasingly sophisticated levels based on experience and accomplishment. Professional Six Sigma consultants and practitioners usually work to become certified at the various levels, increasing their ability to help guide development and implementation of Six Sigma methodology.The methodology of Six Sigma is key to its success. An organization follows a five step progression that uses factual information and statistical analysis to address achievement of operational goals. There are some differences in the five steps depending on whether they are used to improve an existing process or design a new process. The end goal, though, is always to achieve the standard metric of 99.9997% defect free performance.Combining BPM and Six SigmaWith this basic understanding of BPM and Six Sigma in mind, it is easy to see how powerful it can be to combine the two practices. Their strengths complement each other and create a synergy that infuses the entire operation with a focus on quality and performance.The strength of BPM lies in its ability to automate processes and workflow through modeling and examination of inputs, outputs and performance. It is not as strong, however, in its ability to analyze data associated with very difficult or multifaceted problems. Six Sigma fills this gap by providing the statistical analysis needed to deal with complex problems.The strength of Six Sigma lies in its rigorous approach to data collection and analysis. Through this process it is can identify even the smallest opportunities for process improvement, maximizing an organization's ability to institute necessary changes. It is not as strong, however, in its ability to monitor process improvements and ensure they are applied across the board. BPM fills this gap by providing tools to automate process improvements and connect those improvements across the entire organization.Both BPM and Six Sigma represent significant commitments on the part of a business or organization, and they take time to implement them thoroughly. Tremendous organizational change is often required, leading most companies to start with a single department or pilot project and expand their use over a multi-year period. It is well worth the time and effort, though, to generate the substantial business improvements that are typical with BPM and Six Sigma.ABOUT THE AUTHOR:Peter Peterka is the Principal Consultant in practice areas of DMAIC and DFSS. Peter has eleven years of experience performing as a Master Black Belt, and has over 15 years experience in industry as an improvement specialist and engineer working with numerous companies, including 3M, Dell, Dow, GE, HP, Intel, Motorola, Seagate, Xerox and even the US Men's Olympic Team. For partial list look here. Peter is a certified a Master Black Belt and holds an MS degree in Statistics from Iowa State and a BS in Chemical Engineering from Purdue. Peter worked for 3M over 10 years where he gained extensive experience applying Sigma Methodologies to a variety of processes.Peter Peterka is also President of Six Sigma us. For additional information on Six Sigma Green Belt or other Six Sigma Black Belt programs contact Peter Peterka.
Keyword : six sigma, six sigma green belt, six sigma black belt
One of the most powerful ways to improve business processes is combining business process management (BPM) strategies with Six Sigma strategies. BPM strategies emphasize process improvements and automation to drive performance, while Six Sigma uses statistical analysis to drive quality improvements. The two strategies are not mutually exclusive, however, and many companies have discovered that combining BPM and Six Sigma can create dramatic results.BPM basicsLet's first take a look at the basics of BPM. It uses a four step method to create better processes and improve performance. The steps are as follows:• Map the process (whether new or existing) from start to finish, capturing each step along the way• Execute the process by using people and automated applications, with specific assignments of responsibilities and accountabilities for each step• Manage the process through information flow, actions and related activities• Analyze process performance and metrics, using findings as the basis for continuous process improvementBPM has a strong base in software applications to help streamline and automate processes. At the software level, BPM is commonly applied within a single department or group to improve a specific process.From the software level, BPM expands to a suite of software applications. The suite level enables BPM to link multiple departments or groups that affect processes. It promotes information sharing and accountability through use of a work portals where multiple users can share knowledge, documentation, and process management.At its highest level, BPM expands to an enterprise-wide system. This level combines software and IT aspects with management practices to address broad structural and systemic issues within a business or organization. Business practices and operations are examined from a holistic standpoint, paying close attention to how occurrences in any one part of the system have a ripple effect across the organization.Six Sigma basicsThe concept of Six Sigma was developed at Motorola in the 1980's as they worked to improve the quality of their products and services. By implementing a systematic, rigorous routine, they were able to improve their products and increase customer satisfaction, thus increasing profits.Six Sigma approaches business processes from a highly statistical standpoint. It incorporates three levels of activity:• Metrics – statistical focus to make process outcomes 99.9997% defect free, otherwise expressed as 3.4 defects per million opportunities• Methodology – structured approach to solving problems that uses specific tools and process mapping to achieve the metric goal• Philosophy – the enterprise-wide embrace of defect reduction by making decisions based on hard data and customer focusIn short, Six Sigma allows an organization to reduce the variability in its products and services so that waste is reduced, efficiency is improved, and customer satisfaction is dramatically increased. Business problems are solved through rigorous application of data collection and analysis tools. The training that Six Sigma users receive is quite intensive, progressing through several increasingly sophisticated levels based on experience and accomplishment. Professional Six Sigma consultants and practitioners usually work to become certified at the various levels, increasing their ability to help guide development and implementation of Six Sigma methodology.The methodology of Six Sigma is key to its success. An organization follows a five step progression that uses factual information and statistical analysis to address achievement of operational goals. There are some differences in the five steps depending on whether they are used to improve an existing process or design a new process. The end goal, though, is always to achieve the standard metric of 99.9997% defect free performance.Combining BPM and Six SigmaWith this basic understanding of BPM and Six Sigma in mind, it is easy to see how powerful it can be to combine the two practices. Their strengths complement each other and create a synergy that infuses the entire operation with a focus on quality and performance.The strength of BPM lies in its ability to automate processes and workflow through modeling and examination of inputs, outputs and performance. It is not as strong, however, in its ability to analyze data associated with very difficult or multifaceted problems. Six Sigma fills this gap by providing the statistical analysis needed to deal with complex problems.The strength of Six Sigma lies in its rigorous approach to data collection and analysis. Through this process it is can identify even the smallest opportunities for process improvement, maximizing an organization's ability to institute necessary changes. It is not as strong, however, in its ability to monitor process improvements and ensure they are applied across the board. BPM fills this gap by providing tools to automate process improvements and connect those improvements across the entire organization.Both BPM and Six Sigma represent significant commitments on the part of a business or organization, and they take time to implement them thoroughly. Tremendous organizational change is often required, leading most companies to start with a single department or pilot project and expand their use over a multi-year period. It is well worth the time and effort, though, to generate the substantial business improvements that are typical with BPM and Six Sigma.ABOUT THE AUTHOR:Peter Peterka is the Principal Consultant in practice areas of DMAIC and DFSS. Peter has eleven years of experience performing as a Master Black Belt, and has over 15 years experience in industry as an improvement specialist and engineer working with numerous companies, including 3M, Dell, Dow, GE, HP, Intel, Motorola, Seagate, Xerox and even the US Men's Olympic Team. For partial list look here. Peter is a certified a Master Black Belt and holds an MS degree in Statistics from Iowa State and a BS in Chemical Engineering from Purdue. Peter worked for 3M over 10 years where he gained extensive experience applying Sigma Methodologies to a variety of processes.Peter Peterka is also President of Six Sigma us. For additional information on Six Sigma Green Belt or other Six Sigma Black Belt programs contact Peter Peterka.
Keyword : six sigma, six sigma green belt, six sigma black belt
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