Bea betterperformer


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Business excellence techniques in the modern world.

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Bea betterperformer

  1. 1. How to be a Better Performer ?
  2. 2. A Modern day Leader There are many instances where organizations failed due to cultural changes. This often happens as management is in control of the power of change. There may be many terrorists and dinosaurs within who fear change and put in sophisticated blocks to stop the culture change to happen. But they all expect good leadership from the top. 2
  3. 3. Gemba KAIZEN Organisations should encourage their people from bringing their brains to work. Since, people do extraordinary things at home, like running amateur football teams, part-time business. Job descriptions are a great stopper. Give your people the opportunity to bring their brains to work and their hearts will follow. 3
  4. 4. Need only process owners Teams should be multi-skilled. Get people to do the things they like to do in the team for the greater good of the team. Teach them about costing - it only takes one hour to train them in this skill. Get them to set their own budgets and targets. 4
  5. 5. Pareto Principle works All organisations consist of 20% of people who are 'doers', 60% of people who are 'watchers' and 20% of people who are dinosaurs. Move the 60% who are watchers to be like the 20% of doers. ‘You will have 80% of the people trying to improve the performance of the organisation.’ The dinosaurs will disappear because they will not embrace change. 5
  6. 6. Match supply with demand – Pull Principle Why come to work in a fixed working week when your workload and flow is like a serpent moving up and down? Look to change to an annualised hours contract of employment. 6
  7. 7. Six Thinking Hats All employees must be multi-skilled. New entrants may arrive with one core skill but with training and the right motivation their skill base should be increased to the right number. This enable them to perform as a team to meet the goals. Yes, six brains are better than. 7
  8. 8. Grow Mentors Team leaders are the most important people in a flat organisation. The first quality they need is they must be a leader. Leaders with varied backgrounds must be coaches & facilitators to develop their teams to take on more responsibility to achieve the company's aims. 8
  9. 9. Work with essentials and not with exotics To carry out any activity you require all that are dealt with in the previous slides. But you can not find a balanced system. This creates overtime and the loss of many small pockets of time. Look at annualised hours to solve this problem. 9
  10. 10. Let people watch their career growth curve and not the FAT salary growth Get rid of the job descriptions and titles. They get in the way. Put everybody on a salary and go for self regulated annualized performance targets. 10
  11. 11. Be a consultative leader You will, as a leader, have to be autocratic at times to get things done. Then you must be democratic to get people to own the decisions. 11
  12. 12. Performance based hierarchy Salaries should reflect the contribution each person makes to the success of the organisation. Let people set their own salaries against an agreed target. Remember salaries are just a cost to the organisation like heating, lighting and materials. 12
  13. 13. All are important Make sure everybody feels equally valued by the organisation. The role of a ‘Chaprasi’ to the role of a ‘Chairman’ are important in any organizational perspective. 13
  14. 14. Self-managed Work Teams – Really good Empower but support your teams. Let them look after customers directly. Give them the tools and the training so that they can give outstanding customer service. They are quite capable of producing things and making many of the perceived management decisions. 14
  15. 15. Always Look for value addition Change the focus to getting the work done and then go home. Don't stay at work if you can't add value and do a full quality hour. 15
  16. 16. Plan for the unexpected Sometimes things may go wrong so you may have to stay late. If teams are really in control this will rarely happen. Yes the team will take care and the boss need not worry about. 16
  17. 17. Match Customer Specification with Process Capability Follow the flow of your customers' demands on your capacity. Only come to work when you need to. Think of Lean concepts. 17
  18. 18. Need functional system Everybody in the organisation wants to do a good job at work. It's the non- functional system that stops them. 18
  19. 19. Build cross- cross- functional Teams Always form up teams with people from different departments, skills and backgrounds. Give them a common focus and they will start talking to each other. 19
  20. 20. A Team always wins To make teams work together they need short and long term goals which they own. Being in control is a greater motivator than money. 20
  21. 21. Better Customer Interaction Every employee should prefer to know the VOC and work towards achieving customer delight as the dynamics of consumer global customer power is important than the firm’s hierarchy. 21
  22. 22. Bottom of the pyramid Turn the pyramid upside down. Customers at the top. Get your teams to look directly after customers, if not external, internal. Management's role is to support the teams in achieving their goals. 22
  23. 23. Whatever you feel about this presentation, please make a mention about the same at with the subject line Business Performance presentation