Home brew module 6   advanced management 201 08-jun-11-1
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Home brew module 6 advanced management 201 08-jun-11-1

on

  • 171 views

 

Statistics

Views

Total Views
171
Views on SlideShare
170
Embed Views
1

Actions

Likes
1
Downloads
0
Comments
0

1 Embed 1

http://www.bbdhomebrew.com.au 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Home brew module 6 advanced management 201 08-jun-11-1 Presentation Transcript

  • 1. Bundaberg Brewed Drinks Home Brew Program Home Brew Module 6 Advanced Management
  • 2. Today’s Purpose• To provide you with some tools and concepts that will assist you to manage yourself and your teamHome Brew Program 2009
  • 3. Agenda• Managing Time• Strategic Thinking• Measuring Performance• Next Steps Home Brew Program 2009
  • 4. Advanced Management Tools and Processes Managing time Strategic Thinking Measuring Performance
  • 5. Team Leader Model We LEAD people Company and VISION We “walk the talk”MANAGE resources Lead by example Alignment to Goals & Targets Set & Focus on the Develop Team maintain the Outcomes Skills & Standards Capabilities Problem Solving Processes Effective Communication Home Brew Program 2009
  • 6. Setting prioritiesManaging your time effectively
  • 7. TIME MANAGEMENTThe process of managing the choices we make regarding the things we do within the time available … such that we can maximise the fulfillment and results we achieve!
  • 8. Strategic Business Development 2008
  • 9. Incompetence?“If you can’t do your job in a 10- hour day during the week, you’re either overworked or incompetent”Mike AbelChief Exec - M&C Saatchi AustraliaBRW - April 23, 2009Home Brew Program 2009
  • 10. Reflection• Take a few minutes to reflect on your time management performance:• What is driving this?• What needs to change?Home Brew Program 2009
  • 11. Getting the Structure1.Understand how you use your time2.Set priorities3.Understand your energy patterns4.Use appropriate time management tools
  • 12. TIME MANAGEMENT AUDIT ISSUE NOW WHERE CHANGES REQUIRED HRS HRSFamily 42 34 Organize ActivitiesLearning 2 6 Find something I really want to learnSleep 45 56 Watch less TVSelf 15 20 Read more booksWork 54 40 Look at areas that give least benefitTravel 10 8 More planning to stop double upFitness 0 4 Walk the dog every morningTotal 168 168WORKMeetings 8Planning 1Customers 10Coaching 1Travel 12Admin 15Networking 2Other 5Total 54
  • 13. Setting Priorities URGENT NOT URGENT Crises Build RelationshipsI Pressing Problems PlanningM Deadlines StrategyP TrainingO FitnessR B Family AT Self 1 2ANTNO Interruptions TriviaT Some phone calls Some Mail some mail BI Some phone callsM Pressing Matters Pleasant actionsPORT Popular Activities Meetings Reports Time Wasters C 3 4ANT
  • 14. Energy Patterns A Priorities B PrioritiesHome Brew Program 2009
  • 15. Taking Control• Paper v. Electronic Systems ?• “Big Rocks” Theory & Planning• Delegation and Elimination• Chunking and Deadlines• Email – check 2-3 times per day• “Quiet time” everyday• Meetings – Agendas, times, attendees, actions• 1 Page Reports & “Pushing Down”• Phone & Impromptu MeetingsHome Brew Program 2009
  • 16. Must-Should-CouldThis is a useful tool to help with prioritisation of options:You ask the questions:• Which of these MUST I do?• Which SHOULD I do?• Which COULD I do?MUST takes priority over SHOULD then COULDHome Brew Program 2009
  • 17. Time Exercise• Develop a 1PP for how you are going to improve your time management? Click on pause to stop the DVD.Press Play to start DVD again when you have finished the exerciseHome Brew Program 2009
  • 18. Thinking Strategically Taking the timeHome Brew Program 2009
  • 19. Why ?• Strategies are medium to longer term decisive actions• We spend most of our time at a tactical and/or operational level Most managers need to spend more time thinking and planning at a strategic level – Quadrant 2Home Brew Program 2009
  • 20. Strategic SWOT Analysis STRENGTHS WEAKNESSES • Customers • Consulting Skills • Bus Experience • Size • Staff • Product Range • Finances • Resistance to Change OPPORTUNITIES• VA Products • Left sales to existing Clients • Annual Planning Day• Acquire other firms • Acquire a new Business • Joint international network• Geographical expansion • Consulting firm • Strategic Alliances• Alliances THREATS• No change • Remove negative people • Target weak Competitors• Competitors • Bus Plan top 20% Clients • Jane to head Consulting• Loss key Clients • Document all Processes • Publicise Targets• Loss of Leader
  • 21. Strategic SWOT Process1. Clearly define the entity/issue under review and the context of the analysis2. Brainstorm competitive SWOT factors3. Develop Action Statements to: – Maximise Strengths – Minimise Weaknesses – Use Strengths to exploit Opportunities – Use Strengths to overcome Threats – Protect where Weaknesses & Threats combine1. Pareto & Action PlanHome Brew Program 2009
  • 22. SWOT Tips• Be Strategic – Is this competitive? Real?• No more than 7 items in each category• Ask the hard questions• Strengths & Weaknesses are internal• Opps & Threats are external factors acting upon the entity/issue under examination – not the actions that you would take.Home Brew Program 2009
  • 23. Exercise1.Complete a SWOT Analysis of your area of the business2.What actions would you take as a result of this analysis?3.Group and prioritise the Actions4.Summarise this into a One Page Plan Click on pause to stop the DVD. Press Play to start DVD again when you have finished the exerciseHome Brew Program 2009
  • 24. Measuring Performance Setting KPIsHome Brew Program 2009
  • 25. What to measure?• Performance measurement is often difficult as it is often not easy to define• There are usually 2 types of measures: 1. Lead Indicators – timely, simple, indicative 2. Lag Measures – concrete, complex, too late• Usually need to measure Outcomes (Lag) and Activity (Lead)Home Brew Program 2009
  • 26. Value Accurate Tax Minimised The Client Initial Fast Interview Turnaround Cost Effective Process Proactive Info More Info Administration Final Review Interview Draft Technology Tax Human Planning Resources Finalise StatementsStrategic BusinessDevelopment 2008
  • 27. Process Mapping Tips• Define the outcomes• Work backwards from the end-point (outcome)• Don’t get lost in the detail• KISSHome Brew Program 2009
  • 28. KPI Structure• Use the following acronym: – V = Verb – Q = Quantity – T = Timeframe – Q = Quality• For example: Produce 10,000 ctns per mth at 97% DIFOTHome Brew Program 2009
  • 29. Exercise1.Review an area of your responsibility2.Process Map to understand the key activities3.Establish some KPIs to measure performance in this area4.Discuss with a neighbourHome Brew Program 2009
  • 30. In conclusion So what have we talking about?Home Brew Program 2009
  • 31. Team Leader Model We LEAD people Company and VISION We “walk the talk”MANAGE resources Lead by example Alignment to Goals & Targets Set & Focus on the Develop Team maintain the Outcomes Skills & Standards Capabilities Problem Solving Processes Effective Communication Home Brew Program 2009
  • 32. Strategic Business Development 2008
  • 33. Setting Priorities URGENT NOT URGENT Crises Build RelationshipsI Pressing Problems PlanningM Deadlines StrategyP TrainingO FitnessR B Family AT Self 1 2ANTNO Interruptions TriviaT Some phone calls Some Mail some mail BI Some phone callsM Pressing Matters Pleasant actionsPORT Popular Activities Meetings Reports Time Wasters C 3 4ANT
  • 34. Energy Patterns B PrioritiesHome Brew Program 2009
  • 35. Strategic SWOT Analysis STRENGTHS WEAKNESSES • Customers • Consulting Skills • Bus Experience • Size • Staff • Product Range • Finances • Resistance to Change OPPORTUNITIES• VA Products • Left sales to existing Clients • Annual Planning Day• Acquire other firms • Acquire a new Business • Joint international network• Geographical expansion • Consulting firm • Strategic Alliances• Alliances THREATS• No change • Remove negative people • Target weak Competitors• Competitors • Bus Plan top 20% Clients • Jane to head Consulting• Loss key Clients • Document all Processes • Publicise Targets• Loss of Leader
  • 36. Value Accurate Tax Minimised The Client Initial Fast Interview Turnaround Cost Effective Process Proactive Info More Info Administration Final Review Interview Draft Technology Tax Human Planning Resources Finalise StatementsStrategic BusinessDevelopment 2008
  • 37. KPI Structure• Use the following acronym: – V = Verb – Q = Quantity – T = Timeframe – Q = Quality• For example: Produce 10,000 ctns per mth at 97% DIFOTHome Brew Program 2009
  • 38. Next Steps Complete Exercises from this module Tools & Templates Home Brew Intranet SiteNext Module: Module 7 - Advanced People & LeadershipHome Brew Program 2008
  • 39. Thanks Strategy into ActionHome Brew Program 2008