This document outlines an 8-step process for improving business performance. The first step is to communicate to employees that changes are needed using a clear and direct "anywhere but here" message. This establishes the need for change and prepares the organization. The second step is to assess leadership and ensure the right people are in the right roles, as leadership is often partly responsible for underperformance. Leaders are evaluated on their results and behaviors and may need to be moved or replaced if not meeting standards. The overall goal is to transform the organization to be less reliant on key individuals and have well-designed processes and engaged employees working toward shared goals and vision.
Choosing The Best Companies To Work Or Is A Very Personal Choicewilliam3377
Choosing a company to work for is a personal decision that depends on factors like company size and structure. Size matters - smaller companies have closer relationships but larger ones provide more opportunities. Structure also impacts the work experience - some thrive in regimented environments with clear expectations while others prefer flexible environments that encourage innovation. There is no right or wrong, only what fits best with each individual's skills and preferences. Finding this fit is important for work satisfaction and success.
Middle managers are pivotal to an organization's success but often receive little attention from senior management. They include team leaders, shift leaders, supervisors, and assistant managers who were usually promoted from within. While middle managers face challenges like lack of influence and long hours, they should be viewed as a valuable resource when empowered through training, praise, and responsibility. When freed from impediments, middle managers are able to shine and greatly improve business performance. Successful organizations humblely recognize everyone's contributions and foster gratitude among employees.
Elaine Ford argues that leadership requires a soft, subtle touch and a sense of boldness. She emphasizes the importance of soft skills like vision, planning, motivation, communication, and collaboration for effective leadership. The best leaders make promises and work well with others.
Incorporating workplace development eLearning courses into your business is a great way to get the knowledge you need to successfully market and improve the productivity of your company. Get the knowledge and training your organisation needs to thrive for success. With these workplace development courses, they may just provide you with some extra valuable nuggets of information that can contribute towards your company achieving more success in 2021 and beyond.
If you are looking for an inexpensive way to train your staff or brush up on skills, whether you have 1 or 250+ employees then look no further.
2015 09 EFAdvisor Article - How to Reinvent Your Mature Business With Young (...William (Bill) Verhelle
Bill Verhelle offers eight suggestions for hiring and retaining young tech-savvy workers in mature businesses: 1) Interview differently to assess attitude and interests rather than past accomplishments; 2) Communicate transformative goals to motivate staff; 3) Isolate new hires in cross-functional teams to test new ideas without approval from existing managers; 4) Assign inspired young managers committed to staff development to lead the new teams.
The Ultimate Guide to Employee EngagementGary Skipper
Employee engagement has many benefits to an organisation including improved productivity, retention, ideas creation, customer service, team work & loyalty.
But how do you create an environment where staff want to proactively provide a positive contribution to your business and passionately believe in its long term goals and objectives?
The document summarizes a CEO roundtable meeting focused on helping business owners improve their companies through peer consulting, coaching, and education. Key points discussed include the benefits of CEO peer groups, expectations and guidelines for the meeting, best business practices, challenges business owners face, and common "fatal errors" that limit business growth. Business owners shared details about their companies and discussed strategies for improving operations, leadership, sales, and transitioning from hands-on work to more strategic roles.
what creates employee engagment ? What are the factor for causing disengagment underperformance and finally attrition. This burning issue is addressed by Dr Wilfred Monteiro HRD guru to India's leading business houses
Choosing The Best Companies To Work Or Is A Very Personal Choicewilliam3377
Choosing a company to work for is a personal decision that depends on factors like company size and structure. Size matters - smaller companies have closer relationships but larger ones provide more opportunities. Structure also impacts the work experience - some thrive in regimented environments with clear expectations while others prefer flexible environments that encourage innovation. There is no right or wrong, only what fits best with each individual's skills and preferences. Finding this fit is important for work satisfaction and success.
Middle managers are pivotal to an organization's success but often receive little attention from senior management. They include team leaders, shift leaders, supervisors, and assistant managers who were usually promoted from within. While middle managers face challenges like lack of influence and long hours, they should be viewed as a valuable resource when empowered through training, praise, and responsibility. When freed from impediments, middle managers are able to shine and greatly improve business performance. Successful organizations humblely recognize everyone's contributions and foster gratitude among employees.
Elaine Ford argues that leadership requires a soft, subtle touch and a sense of boldness. She emphasizes the importance of soft skills like vision, planning, motivation, communication, and collaboration for effective leadership. The best leaders make promises and work well with others.
Incorporating workplace development eLearning courses into your business is a great way to get the knowledge you need to successfully market and improve the productivity of your company. Get the knowledge and training your organisation needs to thrive for success. With these workplace development courses, they may just provide you with some extra valuable nuggets of information that can contribute towards your company achieving more success in 2021 and beyond.
If you are looking for an inexpensive way to train your staff or brush up on skills, whether you have 1 or 250+ employees then look no further.
2015 09 EFAdvisor Article - How to Reinvent Your Mature Business With Young (...William (Bill) Verhelle
Bill Verhelle offers eight suggestions for hiring and retaining young tech-savvy workers in mature businesses: 1) Interview differently to assess attitude and interests rather than past accomplishments; 2) Communicate transformative goals to motivate staff; 3) Isolate new hires in cross-functional teams to test new ideas without approval from existing managers; 4) Assign inspired young managers committed to staff development to lead the new teams.
The Ultimate Guide to Employee EngagementGary Skipper
Employee engagement has many benefits to an organisation including improved productivity, retention, ideas creation, customer service, team work & loyalty.
But how do you create an environment where staff want to proactively provide a positive contribution to your business and passionately believe in its long term goals and objectives?
The document summarizes a CEO roundtable meeting focused on helping business owners improve their companies through peer consulting, coaching, and education. Key points discussed include the benefits of CEO peer groups, expectations and guidelines for the meeting, best business practices, challenges business owners face, and common "fatal errors" that limit business growth. Business owners shared details about their companies and discussed strategies for improving operations, leadership, sales, and transitioning from hands-on work to more strategic roles.
what creates employee engagment ? What are the factor for causing disengagment underperformance and finally attrition. This burning issue is addressed by Dr Wilfred Monteiro HRD guru to India's leading business houses
This document provides an introduction to a training program called "Be Paid on Time". It discusses the author's background and experience developing a methodology for eliminating late payments from customers. The training program promises to teach managers how to make debtor management a positive tool for business growth by focusing on customer relationships rather than traditional credit control methods. The follow up section encourages applying the ideas from the training and provides options for additional in-person training and consultation services. Module One indicates the first part of the training will cover defining a business's unique selling proposition.
Description: Introducing True Productivity in Business and Life. Inside this eBook, you will discover the topics about the basics, look at things differently, what are you doing now, realizing the issues and getting more productive.
10 steps to keeping employees engaged and motivatedMarcelo Marasso
The document outlines 10 steps to keeping employees engaged and motivated:
1. Clearly define your vision and ensure employees understand goals and direction.
2. Get feedback from employees on their needs and provide necessary tools and support.
3. Communicate goals and changes well through various channels, and ensure employees understand objectives to reduce uncertainty.
The full document provides further details on each step such as providing praise, treating employees fairly, making work fun, giving attention to high-potential employees, and implementing incentive programs. The overall message is that engaging and appreciating employees through various strategies can significantly improve performance, engagement, and retention.
This document summarizes the Max Muscle Convention held on Saturday. It includes the following:
- A welcome by Patrick Sanders and the keynote address by Aaron Davis.
- Two sessions on customer experience and improving the bottom line through multi-unit franchising.
- Breakout sessions on execution of priorities and putting first things first through time management.
- Tips provided on organizing weekly schedules, prioritizing tasks daily, evaluating progress regularly, and using time logs to analyze time spent on various activities.
The convention focused on better understanding customers and staff to improve the in-store experience and business performance through priority setting, goal achievement, and efficient use of time.
We worship overwork and its pervasiveness makes it seem inevitable. People who leave office early or use flexible timing options are termed slackers by their colleagues. So, working for only four days a week and being more productive and creative seems counter intuitive and challenges all our conventional notions of work and our workweek. In his book Shorter, Dr. Alex Soojung-Kim Pang makes an argument for a shorter workweek - a 4-day workweek.
The document discusses how to think clearly under pressure to achieve operational excellence. It outlines 8 tough choices that must be made: 1) defining goals, 2) engaging leadership, 3) scoping processes and prioritizing, 4) measuring success, 5) developing capabilities, 6) organizing roles, 7) building sustainable cultures, and 8) avoiding barriers. Clear thinking is important for dealing with everyday pressures so people are prepared when pressure is high. Leadership must engage others, understand capabilities, and role model behaviors to ensure everyday performance is a company's best.
This document contains a summary of issues facing the CEO, Cheryl, at her company. It notes that while change is needed, Cheryl is moving too quickly and failing to gain support from long-time employees. Specifically, in her 6 months at the company she has tried to dictate terms without understanding the company culture. The document recommends that Cheryl improve communication, take feedback, explain her motives, trust other directors, and change to a more consultative leadership style to successfully implement changes.
Succession planning, regardless of the age of owners or management, is not an event, but an ongoing process that needs to begin now. Find out what are the are critical decisions that need to be addressed (but not necessarily resolved today)
Being a better boss-How to reduce turnoverDr. Zar Rdj
This document provides tips for reducing employee turnover by being a better boss. It discusses how costly employee turnover is for companies and outlines four main steps managers can take: 1) make time for training and onboarding new employees, 2) open lines of communication through regular check-ins, 3) offer flexible working environments to improve work-life balance, and 4) get employees involved in volunteering to find meaning in their work. The document emphasizes that the number one reason employees quit is due to having a bad boss and provides strategies within each step to help managers reduce turnover.
Recruitment Consultant Tips-How To Survive Your First 30 Days In Your New RoleGSR2R
So you have finally landed the recruiter role of your dreams; great company, fantastic opportunities and a chance to show what you can do; including smashing billings!
Engage_Executives_advocates_InfluitiveKevin K. Lau
This document provides guidance on how to engage executive advocates in marketing programs. It discusses that executives are motivated by personal, corporate, and employee growth. Some key ways to engage executives include making challenges quick, rewarding them with experiences over gifts, showing how participation can help with growth, keeping messages concise, curating relevant content for their industry, stroking their ego by incorporating their feedback, and having your own executives participate in the program.
The article discusses the pros and cons of open workplaces and argues that there is no one-size-fits-all approach. It notes that companies considering open floor plans need to develop a plan that maximizes the benefits for their business while minimizing potential downsides. Key points covered include increased collaboration but also distractions, the need for alternative quiet spaces, and ensuring the new layout still supports the company's culture and work styles.
Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...Samuli Pahkala
Here We Go Again: Leading in Tough Times
"Have you been wishing for the good old days lately? Or at least to rewind the economic clock 12 months? Leading a company during a slowing economy has plenty of challenges: What should you change, stop or continue doing?"
1) The document discusses common mistakes made by new managers, including overcontrolling their team, trying to be the sole expert without input from others, and failing to build a cohesive team.
2) It provides examples of a new manager, Jason, who made all of these mistakes in his first six months. His tight control led to declining initiative, he developed a restructuring plan without team input, and held only one staff meeting in three months.
3) The remedies suggested are to share power and control with the team, tap into the collective expertise of team members, and schedule regular team meetings to build collaboration. Giving the team ownership and encouraging participation can help avoid common management pitfalls.
This document discusses workplace stress, its causes and effects. It notes that approximately 40% of employees experience daily stress or anxiety at work. Workplace stress costs U.S. employers an estimated $200 billion annually in costs like absenteeism and medical expenses. Common causes of workplace stress include heavy workloads, unrealistic expectations, lack of work-life balance, and poor relationships. Left unaddressed, prolonged stress can negatively impact employee health, morale and work performance. The document advises managers to watch for warning signs of stress and have conversations with affected employees to address issues and connect them to resources for better stress management.
Tav 2. contenidos y trabajo individualDoris Molero
Fundamentos Epistemológicos de los Entornos Virtuales de Aprendizaje, y
Diseño Didáctico de Contenidos para
E-Learning
TAV 2
Contenidos, Trabajo Colaborativo y Trabajo individual
Destrezas basicas y construcciond e herramientas educativas en SLDoris Molero
La Unión Europea ha acordado un paquete de sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen restricciones a los bancos rusos, la prohibición de la venta de aviones y equipos a Rusia, y sanciones contra funcionarios rusos. Los líderes de la UE esperan que las sanciones aumenten la presión económica sobre Rusia y la disuadan de continuar su agresión contra Ucrania.
El documento presenta una discusión sobre los conceptos y fundamentos del currículo de la educación dominicana. Explica que el currículo es un plan de estudios que organiza objetivos, contenidos y actividades de enseñanza-aprendizaje de forma secuencial. Luego describe varios tipos de currículo como el amplio, extendido, estrecho, filosófico y psicológico. También cubre enfoques curriculares como el tradicionalista, humanista, reconstruccionalista y cognitivo-evolutivo. Finalmente, analiza elementos
Este documento resume los fundamentos del currículo desde perspectivas históricas, filosóficas, psicológicas y sociológicas. Explora conceptos filosóficos clave como la ontología, epistemología y axiología y cómo influyen en la estructura del currículo. También examina corrientes filosóficas como el idealismo, el realismo, el pragmatismo y el existencialismo y su impacto en el desarrollo del individuo y la sociedad.
This document provides an introduction to a training program called "Be Paid on Time". It discusses the author's background and experience developing a methodology for eliminating late payments from customers. The training program promises to teach managers how to make debtor management a positive tool for business growth by focusing on customer relationships rather than traditional credit control methods. The follow up section encourages applying the ideas from the training and provides options for additional in-person training and consultation services. Module One indicates the first part of the training will cover defining a business's unique selling proposition.
Description: Introducing True Productivity in Business and Life. Inside this eBook, you will discover the topics about the basics, look at things differently, what are you doing now, realizing the issues and getting more productive.
10 steps to keeping employees engaged and motivatedMarcelo Marasso
The document outlines 10 steps to keeping employees engaged and motivated:
1. Clearly define your vision and ensure employees understand goals and direction.
2. Get feedback from employees on their needs and provide necessary tools and support.
3. Communicate goals and changes well through various channels, and ensure employees understand objectives to reduce uncertainty.
The full document provides further details on each step such as providing praise, treating employees fairly, making work fun, giving attention to high-potential employees, and implementing incentive programs. The overall message is that engaging and appreciating employees through various strategies can significantly improve performance, engagement, and retention.
This document summarizes the Max Muscle Convention held on Saturday. It includes the following:
- A welcome by Patrick Sanders and the keynote address by Aaron Davis.
- Two sessions on customer experience and improving the bottom line through multi-unit franchising.
- Breakout sessions on execution of priorities and putting first things first through time management.
- Tips provided on organizing weekly schedules, prioritizing tasks daily, evaluating progress regularly, and using time logs to analyze time spent on various activities.
The convention focused on better understanding customers and staff to improve the in-store experience and business performance through priority setting, goal achievement, and efficient use of time.
We worship overwork and its pervasiveness makes it seem inevitable. People who leave office early or use flexible timing options are termed slackers by their colleagues. So, working for only four days a week and being more productive and creative seems counter intuitive and challenges all our conventional notions of work and our workweek. In his book Shorter, Dr. Alex Soojung-Kim Pang makes an argument for a shorter workweek - a 4-day workweek.
The document discusses how to think clearly under pressure to achieve operational excellence. It outlines 8 tough choices that must be made: 1) defining goals, 2) engaging leadership, 3) scoping processes and prioritizing, 4) measuring success, 5) developing capabilities, 6) organizing roles, 7) building sustainable cultures, and 8) avoiding barriers. Clear thinking is important for dealing with everyday pressures so people are prepared when pressure is high. Leadership must engage others, understand capabilities, and role model behaviors to ensure everyday performance is a company's best.
This document contains a summary of issues facing the CEO, Cheryl, at her company. It notes that while change is needed, Cheryl is moving too quickly and failing to gain support from long-time employees. Specifically, in her 6 months at the company she has tried to dictate terms without understanding the company culture. The document recommends that Cheryl improve communication, take feedback, explain her motives, trust other directors, and change to a more consultative leadership style to successfully implement changes.
Succession planning, regardless of the age of owners or management, is not an event, but an ongoing process that needs to begin now. Find out what are the are critical decisions that need to be addressed (but not necessarily resolved today)
Being a better boss-How to reduce turnoverDr. Zar Rdj
This document provides tips for reducing employee turnover by being a better boss. It discusses how costly employee turnover is for companies and outlines four main steps managers can take: 1) make time for training and onboarding new employees, 2) open lines of communication through regular check-ins, 3) offer flexible working environments to improve work-life balance, and 4) get employees involved in volunteering to find meaning in their work. The document emphasizes that the number one reason employees quit is due to having a bad boss and provides strategies within each step to help managers reduce turnover.
Recruitment Consultant Tips-How To Survive Your First 30 Days In Your New RoleGSR2R
So you have finally landed the recruiter role of your dreams; great company, fantastic opportunities and a chance to show what you can do; including smashing billings!
Engage_Executives_advocates_InfluitiveKevin K. Lau
This document provides guidance on how to engage executive advocates in marketing programs. It discusses that executives are motivated by personal, corporate, and employee growth. Some key ways to engage executives include making challenges quick, rewarding them with experiences over gifts, showing how participation can help with growth, keeping messages concise, curating relevant content for their industry, stroking their ego by incorporating their feedback, and having your own executives participate in the program.
The article discusses the pros and cons of open workplaces and argues that there is no one-size-fits-all approach. It notes that companies considering open floor plans need to develop a plan that maximizes the benefits for their business while minimizing potential downsides. Key points covered include increased collaboration but also distractions, the need for alternative quiet spaces, and ensuring the new layout still supports the company's culture and work styles.
Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...Samuli Pahkala
Here We Go Again: Leading in Tough Times
"Have you been wishing for the good old days lately? Or at least to rewind the economic clock 12 months? Leading a company during a slowing economy has plenty of challenges: What should you change, stop or continue doing?"
1) The document discusses common mistakes made by new managers, including overcontrolling their team, trying to be the sole expert without input from others, and failing to build a cohesive team.
2) It provides examples of a new manager, Jason, who made all of these mistakes in his first six months. His tight control led to declining initiative, he developed a restructuring plan without team input, and held only one staff meeting in three months.
3) The remedies suggested are to share power and control with the team, tap into the collective expertise of team members, and schedule regular team meetings to build collaboration. Giving the team ownership and encouraging participation can help avoid common management pitfalls.
This document discusses workplace stress, its causes and effects. It notes that approximately 40% of employees experience daily stress or anxiety at work. Workplace stress costs U.S. employers an estimated $200 billion annually in costs like absenteeism and medical expenses. Common causes of workplace stress include heavy workloads, unrealistic expectations, lack of work-life balance, and poor relationships. Left unaddressed, prolonged stress can negatively impact employee health, morale and work performance. The document advises managers to watch for warning signs of stress and have conversations with affected employees to address issues and connect them to resources for better stress management.
Tav 2. contenidos y trabajo individualDoris Molero
Fundamentos Epistemológicos de los Entornos Virtuales de Aprendizaje, y
Diseño Didáctico de Contenidos para
E-Learning
TAV 2
Contenidos, Trabajo Colaborativo y Trabajo individual
Destrezas basicas y construcciond e herramientas educativas en SLDoris Molero
La Unión Europea ha acordado un paquete de sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen restricciones a los bancos rusos, la prohibición de la venta de aviones y equipos a Rusia, y sanciones contra funcionarios rusos. Los líderes de la UE esperan que las sanciones aumenten la presión económica sobre Rusia y la disuadan de continuar su agresión contra Ucrania.
El documento presenta una discusión sobre los conceptos y fundamentos del currículo de la educación dominicana. Explica que el currículo es un plan de estudios que organiza objetivos, contenidos y actividades de enseñanza-aprendizaje de forma secuencial. Luego describe varios tipos de currículo como el amplio, extendido, estrecho, filosófico y psicológico. También cubre enfoques curriculares como el tradicionalista, humanista, reconstruccionalista y cognitivo-evolutivo. Finalmente, analiza elementos
Este documento resume los fundamentos del currículo desde perspectivas históricas, filosóficas, psicológicas y sociológicas. Explora conceptos filosóficos clave como la ontología, epistemología y axiología y cómo influyen en la estructura del currículo. También examina corrientes filosóficas como el idealismo, el realismo, el pragmatismo y el existencialismo y su impacto en el desarrollo del individuo y la sociedad.
El documento describe las fuentes y fundamentos del currículo educativo. Identifica al alumno, el contexto sociocultural y las áreas del saber como fuentes principales, y a la psicología, filosofía, sociología y antropología como fundamentos que informan el diseño curricular. Explica que un currículo efectivo requiere considerar todas estas perspectivas.
Este documento presenta los diferentes fundamentos de un currículo educativo, incluyendo los fundamentos legales, filosóficos, sociológicos, epistemológicos, psicológicos y pedagógicos. Explica cada uno de estos fundamentos y sus implicaciones para el diseño curricular, como la necesidad de formar al estudiante como un ser cultural, histórico y social (fundamentos filosóficos), equilibrar las ciencias naturales y sociales (fundamentos epistemológicos), y considerar las teorías del desarrollo
Canny Bites Book 4 - successfully scale up or exit your business - A BLUEPR...The Pathway Group
Canny Bites books by Safaraz Ali
In the 4th Canny Bites book: successfully scale up or exit your business, Safaraz shares with you a blueprint for sytemising, productising and scaling your business and helping you go past that "next level".
We introduce Clarity and Accelerator Programme under the name of "Scaleezee" to successfully scale up or exit your business
The speed at which a business needs to evolve continues to accelerate. Consumers and employees have increasingly high expectations for how a company should operate and the services it should deliver, while entrepreneurs, business owners, and executive teams are increasingly under pressure on how to meet those expectations. Yet, despite this reality, many organizations continue to fall behind. The mid-market sector, in particular, tends to struggle the most with keeping up with our rapidly changing world. But it doesn’t have to be this way. There
are things companies can do today, right now, that can make a huge difference in what happens tomorrow.
In today’s unpredictable landscape, with so many businesses at a proverbial fork in the road, it is the perfect time to unveil our future-proofing strategies to help you stay relevant, unlock hidden opportunities, and achieve unprecedented growth, all while living a happier and more fulfilled life.
No matter what your field of work is, there is one inevitable fact about every company: finding and keeping a motivated employee is a necessary task if you want your business to grow. A motivated worker feels empowered, enthusiastic and confident about his job. Why then, only 23% of them qualify as engaged in their work? One of the most common causes is dissatisfaction with immediate supervisors.
The document provides tips for business leaders on how to achieve excellence through effective management practices. It discusses using scorecards to track key business metrics, performing external research to stay aware of trends, reviewing financial statements regularly, establishing clear authorities and responsibilities for decisions, seeking feedback and conducting audits, articulating expected behaviors and values, setting common definitions of success, leveraging top performers to improve others, periodically increasing minimum performance standards, clarifying roles to avoid conflicts, and providing forums to resolve disagreements. The overall message is that celebrating successes, having objective data-driven approaches, clear communication, and continuous improvement can help organizations excel.
3 Essential Steps to Taking Over as CFO Effectively by Maureen O'Connell, CFO...Maureen O'Connell
In this presentation, Maureen O'Connell, CFO at Scholastic Corporation points out 3 essential steps that would benefit new CFOs regardless of the backgrounds that they come from.
This document provides leadership lessons drawn from history's greatest leaders. It discusses the importance of aligning employee expectations with the employment contract to avoid issues like presenteeism. Developing leaders within the organization is key, with managers taking a parental approach to find employees' talents, give regular feedback, empower decision making, and recognize contributions. Determination is a crucial quality for managers to have in order to convince others of their leadership and achieve goals. Living fully for the job and working fearlessly are emphasized.
Creating A Sustainable Employee Engagement CultureDavid Perry
The document discusses 10 keys to creating a sustainable employee engagement culture through common cause. The keys are grouped under the principles of challenge, communication, and compensation. Under challenge are: setting vision and goals, expecting executive excellence, and allowing creative license. Communication keys include: dialogue with a positive attitude, positive reinforcement, allowing no-fault adaptation, and involving employees in decision making. Compensation keys are: exceeding industry norms for pay, long-term financial ties to the company, and over-the-top rewards for top performance.
The document discusses six key factors for assessing an organization's health and success:
1. Success and reputation - how the organization defines and communicates success internally
2. Leadership - ensuring leaders communicate frequently and link actions to business conditions
3. Challenging work - ensuring employees' work is appropriately challenging through feedback mechanisms
4. Opportunities for growth - having promotion processes and celebrating promotions
5. Total rewards - communicating a philosophy around various reward programs, not just compensation
6. Sense of community - creating frameworks and culture to foster trust and common purpose among employees
The document advocates reviewing these factors, especially during economic uncertainty, to strengthen organizational foundations.
7 ways to get more value from your precious customer insightMartin Wright
How often have you seen expensive research gathering dust; wasted and ignore? Insights capable of helping a company become fitter, more popular and richer crowded out by today’s urgent demands?
In this multi-channel, fast moving and competitive world understanding customers better has never been more important.
Here are seven things we do that help companies fully exploit the value locked in this rich resource. Some are simple, others require effort; all provide great value for money.
5 Workplace Trends that are Creating a Great Place to WorkO.C. Tanner
What are five actions that will make your office a great place to work? Implementing these workplace trends will form great leaders that create a workplace environment full of trust, pride, and camaraderie.
The odds of a family business failing as it's passed from one generation to the next is over 70% nationwide. In this presentation I outline the important things you need to consider in your strategic planning or business planning to make sure your business transitions well as you pass it on.
How to know when it is time to restructure your company?Suzzanne Uhland
We know that there are several signs that may help you know when it is time for your company to be restructured. No matter if it is organizationally or financially, collaborators and company owners can easily know when significant changes need to take place.
The document discusses how an internal audit team can change their role from being seen as solely a "watchdog" to being an "effective partner" within an organization. It provides an example of how an internal auditor, Caroline, was initially met with hostility from staff during an audit but was still able to complete her work and make recommendations that improved operations. Some key ways discussed to shift perceptions include involving auditors more, appreciating their work, improving relationships between teams, and providing support to the audit team. Managing expectations around issues like resistance to change and resource constraints is also important. The overall message is that auditors should focus on adding value through their work and recommendations rather than just finding faults.
This document provides copyright information and disclaimers for a report on recession-proofing an HR career. It notes that the strategies discussed could help the reader avoid losing their HR job during difficult economic times, but does not guarantee any specific career or financial outcomes. The report is intended to provide informational and motivational advice only.
The document provides strategies for HR professionals to recession-proof their careers and avoid losing their jobs during economic downturns. It discusses 7 ways to do this, beginning with being visible and standing out from others so as to not be seen as expendable. It advises volunteering for high-profile projects, completing assignments on time, and developing a plan to address business problems. The next strategy discussed is boosting one's value by focusing efforts on initiatives that directly support business goals and priorities. The document is written by an experienced HR executive to help other HR professionals survive and advance their careers during recessions.
This document provides copyright information and disclaimers for a report on recession-proofing an HR career. It notes that the strategies discussed could help the reader avoid losing their HR job during difficult economic times, but does not guarantee any specific career or financial outcomes. The report is intended to provide informational and motivational advice only.
The document discusses creating predictable business growth through three key areas: leadership, strategic planning, and sales optimization. It provides advice on building trust within executive teams, conducting strategic planning, and implementing sales best practices. The key takeaways are that success requires the right people in leadership, a clear strategic plan, and executing that plan through an integrated sales and marketing engine.
I'm afraid to ask an executive to do a touchy feely management assessmentLeslie S. Pratch
Knowing before or shortly after you invest in a company whether management can do what you need done and can cope with unexpected change is important, especially in volatile industries. It makes sense to have management assessed with a method that informs you of what the managers can do and how best to work with them for all of you to be successful.
Some investors almost always do rigorous and informative management assessments. But others are very skittish about asking leaders of the companies in which they are investing to be assessed. They say they are worried about losing the deal by asking before it's closed or of straining relationships with management afterwards.
Happily, you can get you what you need – enough knowledge long enough in advance to be maximally useful – without risking the deal.
This document provides guidance on motivating employees through leadership. It discusses how successful leaders empower employees to make decisions, share information, and try new things. Motivated employees are important for a company's success. The document outlines several strategies for motivating employees, including focusing on the bigger picture, emphasizing process, building employee involvement, recognizing achievement, and spreading positive energy. It discusses the importance of feedback, incentives, and creating a positive work environment to retain top talent. Motivating different employees requires understanding individual needs and creating a plan with varied strategies.
Top 10 Tips for Making Your Business More Effective Mark Wardell
This document provides 10 tips for making a business more effective: 1) Become an expert on your current customers to strengthen relationships and increase business. 2) Systemize business operations by documenting procedures. 3) Empower employees to take on day-to-day tasks to increase efficiency. 4) Appreciate employees to build loyalty and motivation. 5) Create a 3-5 year vision for the business to guide direction. 6) Measure marketing efforts to focus on effective strategies. 7) Hire experienced business professionals to take the business to the next level. 8) Provide regular feedback to employees to foster productivity. 9) Solve underlying problems rather than just addressing surface issues. 10) Use an assistant to manage your schedule and double
Similar to 8-Steps-to-Better-Business-Performance-Whitepaper (20)
Top 10 Tips for Making Your Business More Effective
8-Steps-to-Better-Business-Performance-Whitepaper
1. White Paper
3721 Douglas Boulevard Suite 350 Roseville, California 95661
Phone: (916) 960-0629 Email: apierce@dcaadvisors.com
Driving improved business performance will be one of the most challenging and rewarding
things you will ever do in your career. Using this tried and tested 8-step process, you will
prepare the organization for change, upgrade key leadership positions, reassess your
strategy, create and manage a plan to close the gaps between what your strategy requires
and how you operate today, and reinforce behaviors throughout the organization that are
consistent with the new way of doing business.
The early stages of the plan require you to take actions that may be new and uncomfortable
to you, and at times you will feel like you are shouldering the load all by yourself. Over time
you will engage your management team in the development and implementation of the new
strategy, and as their involvement increases the share of the load you need to shoulder will
become more manageable.
Progress will seem slow at first, but as you implement quick hit revenue and cost
improvements in the middle of the 8 step framework you will see noticeable improvements
in company performance as your team builds buy-in to and enthusiasm for the longer-term
strategic plan and vision.
8 Steps to Better Business
Performance
by Allen Pierce
22. 3721 Douglas Boulevard Suite 350 Roseville, California 95661
Phone: (916) 960-0629 Email: apierce@dcaadvisors.com
About the Author
Allen Pierce, Managing Director, DCA Advisors
Based in Roseville, California, Allen leads the Strategic and Operational
Advisory practice of the professional services firm DCA Partners. With more
than 20 years of experience in general management, supply chain
management, and operations consulting, Allen has held chief executive
positions for businesses ranging in size from $90 million to $750 million in
annual revenue. He has lead organizations through difficult turnarounds as well as through hyper-
growth phases. He has broad industry experience having worked in or consulted to companies in
the consumer goods, automotive, aerospace, medical equipment, life science, professional services,
real estate development, construction, insurance, and computer hardware industries. He holds a
BSEE from MIT and an MBA from Boston University. At the start of his career he served in the US
Navy as a nuclear trained division officer on submarines.
Since 2001, DCA Partners has earned its reputation as one of the nation’s finest strategic advisory
firms, delivering exceptional results for middle market clients across a wide variety of industry
sectors. Headquartered in Roseville, CA, DCA works primarily with companies in the broader
Northern and Central California regions, as well as adjacent underserved markets across the
western U.S. We also advise and invest in companies outside our targeted geography where our
Partners possess particular industry or situational expertise.
Mergers and Acquisitions: Whether you are looking to acquire another company, sell your
company, or position your company for sale in 2-5 years, DCA can help ensure a successful
transaction which maximizes your financial returns and mitigates both economic and qualitative
risks. We have worked with some of the region’s largest and most respected companies. We can
bring this same world-class expertise to your transaction – no matter how large, small or
specialized it may be.
Strategic and Operational Consulting: DCA Advisors is one of the region’s most respected
and impactful strategic and operational advisory firms, helping many of the most successful
companies refine their strategy, focus their execution, and improve their operating and financial
performance.
Private Equity: DCA Capital Partners, LP provides expansion capital to growth–oriented, middle–
market businesses in underserved and rural communities across California and the Southwest,
where such growth capital has historically been unavailable or difficult to access. The Fund
provides promising later–stage companies, typically in the range of $10–100 million in revenues,
with the additional capital and expertise needed to successfully expand and extend their
businesses.