Stress Busting 1

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First in a short series about giving leaders practical ideas on how to deal effectively with increasing workloads and keep stress under control. This first presentation looks at how to address the big challenges in your business. Companion video can be seen at: http://youtu.be/lOv8mXcjdp4

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Stress Busting 1

  1. 1. Stress Busting 1 1
  2. 2. • A friend recently left a large manufacturer to go and make boats. He was fed up with too much work, relentless travel and the toll on family life. • This presentation is the first in a short series about giving leaders practical ideas which can help to control stress.
  3. 3. 3 This High Level Business Model allows you to answer fundamental questions and orientate your thinking. Using it helps you to allocate time effectively and to the right priorities, which reduces stress. 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  4. 4. 4 • Here’s how it works…. • The 12 elements of the model must all be clear and congruent with each other for your business to survive and thrive • Internal and external forces drive change in one or more of the 12 elements • As a leader, it’s your job to make sure that all the other elements change in line with these forces to keep the model balanced • For example, increasing customer demand drives up workload, meaning that other parts of the business must change to cope. 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  5. 5. 5 • By asking and answering a series of questions the model can be used to: • Assess status • Aid high level thinking, discussion and decision making about changes to make • The sequence in which these questions are addressed is important • It may not be the only sequence which works, but it has worked well for us over the last 20 years 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  6. 6. 6 1.Mission: 1.What is the purpose of your organisation? 2.What business are you in? 3.What differentiates your business from others? 4.What are your business's values? 5.Do all stakeholders understand and agree with the mission and values? 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  7. 7. 7 2. Vision: 1.What are you trying to achieve? 2.By when? 3.Do all stakeholders understand and agree with this? 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  8. 8. 8 3. Customers: 1.Does everyone in your business know who your customers are? 2. Do they know who your most important customers are? 3.Do they know what your customers need from your business? 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  9. 9. 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations 9 4. Outputs: 1.How well do the products and services your business produces meet your customers' needs? 2.Does everyone in your business know what products and services you produce and how well they meet your customers' needs?
  10. 10. 10 5. Suppliers: 1.Can your suppliers deliver what you need to achieve your vision? 2.Do your suppliers deliver when you need them to? 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  11. 11. 11 6. Inputs: 1.Has your business got the right "make/buy" split? 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  12. 12. 12 7. Processes: 1.Are your processes lean? 2.Can your processes deliver what you need to achieve your vision? 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  13. 13. 13 8. Locations: 1.Is your business located in the right places to achieve your vision? 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  14. 14. 14 9. Performance Requirements: 1.Have you developed SMART objectives, which will indicate the achievement of your vision? 2.Do you know how to measure progress towards your objectives? 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  15. 15. 15 10. Workload Variations: 1.How will your business cope with workload variations as you progress towards your vision? 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  16. 16. 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations 16 11. Technology: 1.Are you using the most suitable technology to achieve your vision? 2.Are you getting the best out of your technology? 3.Are your technology costs under control?
  17. 17. 17 12. People: 1.Are you getting the best out of your people? 2.Is everyone committed to the mission, values, vision and objectives? 3.Is your organisation structure consistent with your processes and technology? 4.Are you using teams to the best possible effect? 5.Do the leaders and managers in your business inspire those who work for them? 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations
  18. 18. 18 Over the last 20 years, this model haas helped us and our clients to agree focus on priorities and allocate time and resource appropriately. There may be other questions which are particularly relevant for your business. By all means add them to the list. We’d love to hear about your experiences of using the model. You can reach us at: graham@swinbrooksconsulting.com 1. Mission 6. Inputs 5. Suppliers 7. Processes 4. Outputs 12. People 2. Vision 3. Customers 9. Performance Requirements 11. Technology 10. Workload (including variations) 8. Locations

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