Bundaberg Brewed Drinks  Home Brew Program        Home Brew         Module 6   Advanced Management
Today’s Purpose• To provide you with some tools and  concepts that will assist you to manage  yourself and your teamHome B...
Agenda•   Managing Time•   Strategic Thinking•   Measuring Performance•   Next Steps    Home Brew Program 2009
Advanced Management Tools and Processes     Managing time    Strategic Thinking  Measuring Performance
Team Leader Model We LEAD people               Company      and                      VISION                   We “walk the...
Setting prioritiesManaging your time effectively
TIME MANAGEMENTThe process of managing the choices we make   regarding the things we do within the time                  a...
Strategic Business Development 2008
Incompetence?“If you can’t do your job in a 10-     hour day during the week,    you’re either overworked or           inc...
Reflection• Take a few minutes to reflect on your time  management performance:• What is driving this?• What needs to chan...
Getting the Structure1.Understand how you use your time2.Set priorities3.Understand your energy patterns4.Use appropriate ...
TIME MANAGEMENT AUDIT          ISSUE       NOW   WHERE               CHANGES REQUIRED                      HRS    HRSFamil...
Setting Priorities            URGENT                 NOT URGENT    Crises                   Build RelationshipsI   Pressin...
Energy Patterns                A Priorities                               B PrioritiesHome Brew Program 2009
Taking Control•   Paper v. Electronic Systems ?•   “Big Rocks” Theory & Planning•   Delegation and Elimination•   Chunking...
Must-Should-CouldThis is a useful tool to help with prioritisation  of options:You ask the questions:• Which of these MUST...
Time Exercise• Develop a 1PP for how you are going to  improve your time management?             Click on pause to stop th...
Thinking Strategically                         Taking the timeHome Brew Program 2009
Why ?• Strategies are medium to longer term  decisive actions• We spend most of our time at a tactical  and/or operational...
Strategic SWOT Analysis                                     STRENGTHS                     WEAKNESSES                      ...
Strategic SWOT Process1. Clearly define the entity/issue under review and   the context of the analysis2. Brainstorm compe...
SWOT Tips•   Be Strategic – Is this competitive? Real?•   No more than 7 items in each category•   Ask the hard questions•...
Exercise1.Complete a SWOT Analysis of your area  of the business2.What actions would you take as a result of  this analysi...
Measuring Performance                         Setting KPIsHome Brew Program 2009
What to measure?• Performance measurement is often  difficult as it is often not easy to define• There are usually 2 types...
Value                                                         Accurate                                                    ...
Process Mapping Tips• Define the outcomes• Work backwards from the end-point  (outcome)• Don’t get lost in the detail• KIS...
KPI Structure• Use the following acronym:   – V = Verb   – Q = Quantity   – T = Timeframe   – Q = Quality• For example: Pr...
Exercise1.Review an area of your responsibility2.Process Map to understand the key  activities3.Establish some KPIs to mea...
In conclusion             So what have we talking about?Home Brew Program 2009
Team Leader Model We LEAD people               Company      and                      VISION                   We “walk the...
Strategic Business Development 2008
Setting Priorities            URGENT                 NOT URGENT    Crises                   Build RelationshipsI   Pressin...
Energy Patterns                          B PrioritiesHome Brew Program 2009
Strategic SWOT Analysis                                     STRENGTHS                     WEAKNESSES                      ...
Value                                                         Accurate                                                    ...
KPI Structure• Use the following acronym:   – V = Verb   – Q = Quantity   – T = Timeframe   – Q = Quality• For example: Pr...
Next Steps   Complete Exercises from this module            Tools & Templates        Home Brew Intranet SiteNext Module: M...
Thanks                  Strategy into ActionHome Brew Program 2008
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Home brew module 6 advanced management 201 08-jun-11-1

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

  1. 1. Bundaberg Brewed Drinks Home Brew Program Home Brew Module 6 Advanced Management
  2. 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. 3. Agenda• Managing Time• Strategic Thinking• Measuring Performance• Next Steps Home Brew Program 2009
  4. 4. Advanced Management Tools and Processes Managing time Strategic Thinking Measuring Performance
  5. 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. 6. Setting prioritiesManaging your time effectively
  7. 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. 8. Strategic Business Development 2008
  9. 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. 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. 11. Getting the Structure1.Understand how you use your time2.Set priorities3.Understand your energy patterns4.Use appropriate time management tools
  12. 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. 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. 14. Energy Patterns A Priorities B PrioritiesHome Brew Program 2009
  15. 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. 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. 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. 18. Thinking Strategically Taking the timeHome Brew Program 2009
  19. 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. 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. 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. 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. 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. 24. Measuring Performance Setting KPIsHome Brew Program 2009
  25. 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. 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. 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. 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. 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. 30. In conclusion So what have we talking about?Home Brew Program 2009
  31. 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. 32. Strategic Business Development 2008
  33. 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. 34. Energy Patterns B PrioritiesHome Brew Program 2009
  35. 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. 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. 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. 38. Next Steps Complete Exercises from this module Tools & Templates Home Brew Intranet SiteNext Module: Module 7 - Advanced People & LeadershipHome Brew Program 2008
  39. 39. Thanks Strategy into ActionHome Brew Program 2008
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