This presentation reviews current principles in execution and 'getting things done' in a dental practice. Dr. Kazemi discusses several methodologies for execution.
Strategy Deployment: Driving Strategies Across the SystemKaiNexus
A webinar presented by Presented by Bill Griffith, AVP Integration and Standardization at Broward Health
Hosted by KaiNexus and Mark Graban
In this webinar, Bill will present on:
Background of strategy deployment
Driving factors to utilize KaiNexus
Identifying system strategies
Connecting hospital strategies
Lessons learned
Questions and answers
Bill Griffith has worked as a senior executive coach to transform healthcare by eliminating waste, over $1 Billion in cost enhancements, and reducing length of stay while increasing volume in key service lines. Bill has a strong operational background in Lean Six Sigma, implementing in multiple industries around the world. He has identified process improvements that have eliminated millions of dollars of waste while adding time back for customers and associates.
OKR- the next stage of evolution of MBO, provide a clear picture to the organisation. Everyone involved knows exactly what is expected of them and how it will fit in the bigger picture.
However, you need to avoid a few common mistakes while setting up goals based on OKRs
Change Management: How to Enable Organizational Change for Real & Lasting Res...PerfectMind
Every industry, including Parks and Recreation, is recognizing the real need to manage the pace of change to remain competitive, without impacting operations and the ability to provide great customer service.
This is no easy task. And the pace of change is only accelerating.
Change Management offers a systematic and practical way to manage change that will lead to positive and long-lasting results. Learn to build a foundation to manage future changes more effectively.
In this webinar, change management expert, David Sawa, will share tips on how to enable organizational change for real and lasting results.
On 24 July 2009, I was fortunate enough to speak at the BA World conference in Wellington, to talk about Centres of Excellence for business analysis, how aiming for excellence would help us overcome some of our challenges, on what those first steps would look like. This was the first public airing of the early stages of what would evolve to become my practice development approach.
Lean Six Sigma Course Training Part 18Lean Insight
Here is the Lean Six Sigma Course Training Part 18 presented by Lean-Insight.com
Are you looking for six sigma training classes in Bangalore, then consult Lean-Insight. For upcoming schedules visit: http://lean-insight.com/six-sigma-training-bangalore/
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Are you a leader? Have you been charged with overseeing a renewable energy or water reclamation project? Are you overwhelmed by the responsibility? Are you concerned that your project may not deliver the results you are expecting? Are you concerned the budget might spiral out of control?
FEAR NOT!
The good news is there are only a few things you need to know to be successful!
Lean is most commonly associated with the manufacturing sector, but in recent years it has been successfulliy applied to transform the public sector. This brief introductory overview explains what Lean is and how it works with examples of successful Lean initiatives in Canadian government.
Strategy Deployment: Driving Strategies Across the SystemKaiNexus
A webinar presented by Presented by Bill Griffith, AVP Integration and Standardization at Broward Health
Hosted by KaiNexus and Mark Graban
In this webinar, Bill will present on:
Background of strategy deployment
Driving factors to utilize KaiNexus
Identifying system strategies
Connecting hospital strategies
Lessons learned
Questions and answers
Bill Griffith has worked as a senior executive coach to transform healthcare by eliminating waste, over $1 Billion in cost enhancements, and reducing length of stay while increasing volume in key service lines. Bill has a strong operational background in Lean Six Sigma, implementing in multiple industries around the world. He has identified process improvements that have eliminated millions of dollars of waste while adding time back for customers and associates.
OKR- the next stage of evolution of MBO, provide a clear picture to the organisation. Everyone involved knows exactly what is expected of them and how it will fit in the bigger picture.
However, you need to avoid a few common mistakes while setting up goals based on OKRs
Change Management: How to Enable Organizational Change for Real & Lasting Res...PerfectMind
Every industry, including Parks and Recreation, is recognizing the real need to manage the pace of change to remain competitive, without impacting operations and the ability to provide great customer service.
This is no easy task. And the pace of change is only accelerating.
Change Management offers a systematic and practical way to manage change that will lead to positive and long-lasting results. Learn to build a foundation to manage future changes more effectively.
In this webinar, change management expert, David Sawa, will share tips on how to enable organizational change for real and lasting results.
On 24 July 2009, I was fortunate enough to speak at the BA World conference in Wellington, to talk about Centres of Excellence for business analysis, how aiming for excellence would help us overcome some of our challenges, on what those first steps would look like. This was the first public airing of the early stages of what would evolve to become my practice development approach.
Lean Six Sigma Course Training Part 18Lean Insight
Here is the Lean Six Sigma Course Training Part 18 presented by Lean-Insight.com
Are you looking for six sigma training classes in Bangalore, then consult Lean-Insight. For upcoming schedules visit: http://lean-insight.com/six-sigma-training-bangalore/
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Are you a leader? Have you been charged with overseeing a renewable energy or water reclamation project? Are you overwhelmed by the responsibility? Are you concerned that your project may not deliver the results you are expecting? Are you concerned the budget might spiral out of control?
FEAR NOT!
The good news is there are only a few things you need to know to be successful!
Lean is most commonly associated with the manufacturing sector, but in recent years it has been successfulliy applied to transform the public sector. This brief introductory overview explains what Lean is and how it works with examples of successful Lean initiatives in Canadian government.
Applying Strategy Deployment to Your Personal GoalsKaiNexus
Presented by Jess Orr
This webinar covers topics including:
- Grasp the basic concepts of the Hoshin Kanri strategy deployment process
- Contrast the Hoshin Kanri approach with other strategy and goal-setting methods
- Learn how to use the Hoshin process for personal goal development and execution
- Gain actionable understanding of how you can apply Hoshin Kanri in your own life
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
Making It Stick: A Four-Step Process for Creating Sustainable ChangeTKMG, Inc.
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is a presentation I gave at the American Society for Quality Lean and Six Sigma Conference in Phoenix, AZ in March 2011.
Setting company goals is something that every CEO does, but do your employees actually care? Goal setting is something that every organization needs to revisit and make sure that employees are aligned in achieving the corporate goals.
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
Jacqui Alexander and Margaret Huggins shared the story of GSK's internally developed Accelerating Delivery & Peformance (ADP) initiative, which was instigated in 2009 to help GSK execute its strategy brilliantly.
The Why, How and What of Continuous Improvement v2KaiNexus
A webinar presented by Jeff Roussel of KaiNexus
In this webinar you will learn:
Four aspects of great lean leadership
Four common themes of great lean processes
Five problems that CI technology solves
Five focus areas to build a world class lean organization
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
The way to teach and deploy Lean and Six Sigma is broken. Here is how to fix this situation by applying Deming principles.
Presented at the 2015 International Deming Research Seminar, Washington, DC on 24 March 2015.
A multitude of students, instructors and practitioners of current improvement (C.I.) methods like Lean and Six Sigma learn a fraction of what they need, ignore the best ways to apply it, and dismiss whatever they have not being taught.
For example, some companies will “only do Lean” while others “will only do Six Sigma”.
This partial understanding of the C.I. methods is the natural result of fractioning a body of knowledge and the inward focus of the keepers of each method.
Thus, it is common to find a Six Sigma black belt who ignores the notion of the company as a system and a Lean practitioner who is not schooled in statistical analysis of any kind. Both miss on much useful knowledge which would make their efforts far more effective.
Worse still, managers and leaders unaware of Deming principles, launch programs of transformation which involve others in the organization while keeping themselves “safely away.”
Keywords: Lean, Six Sigma, Green belts, Deming, Ohno, W Edwards Deming, Taiichi Ohno, Shewhart, SOPK, management, project management, tribal, feuds, 2001 Space Odyssey, SIPOC, FTY, 7 wastes, 8 wastes, fear, JIT, jidoka, autonomation, gemba, teamwork, transformation, constancy of purpose, metrics, Hoshin planning, Hoshin Kanri, systems view, systemic view, training, leadership, we can do it, deadly diseases, knowledge, System of Profound Knowledge, Toyota Production System, TPS, standards, SOP
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
Jen Ashley, Care Center Site Supervisor for Practice Design
Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
Curious what new features are coming to the BetterWorks platform in 2016 and beyond? Ciara Peter, Head of Product, and Steve Hackney, Solutions Engineering Lead, give an exclusive sneak peek of new product and platform updates at the Goal Summit 2016.
Lean Six Sigma Course Training Part 15Lean Insight
Lean-insight.com is providing lean six sigma training in Bangalore. Online training also available. If you are looking for six sigma classes in Bengaluru consult LeanInsight
For more details visit: http://lean-insight.com/six-sigma-training-bangalore/
4 Disciplines of Execution - Book reviewBill Kohnen
Purchasing Management Guru Bill Kohnen reviews popular management book and process The 4 Disciplines of Execution by McChesney, Covey and Huling with brief comments and suggestion to read.
Materi 4 discipline of execution yang disampaikan pada pertemuan PT Bina Insan Performa pada Mei 2013.
Membahas bagaimana mengaplikasikan ide ke dalam tindakan.
Applying Strategy Deployment to Your Personal GoalsKaiNexus
Presented by Jess Orr
This webinar covers topics including:
- Grasp the basic concepts of the Hoshin Kanri strategy deployment process
- Contrast the Hoshin Kanri approach with other strategy and goal-setting methods
- Learn how to use the Hoshin process for personal goal development and execution
- Gain actionable understanding of how you can apply Hoshin Kanri in your own life
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
Making It Stick: A Four-Step Process for Creating Sustainable ChangeTKMG, Inc.
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is a presentation I gave at the American Society for Quality Lean and Six Sigma Conference in Phoenix, AZ in March 2011.
Setting company goals is something that every CEO does, but do your employees actually care? Goal setting is something that every organization needs to revisit and make sure that employees are aligned in achieving the corporate goals.
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
Jacqui Alexander and Margaret Huggins shared the story of GSK's internally developed Accelerating Delivery & Peformance (ADP) initiative, which was instigated in 2009 to help GSK execute its strategy brilliantly.
The Why, How and What of Continuous Improvement v2KaiNexus
A webinar presented by Jeff Roussel of KaiNexus
In this webinar you will learn:
Four aspects of great lean leadership
Four common themes of great lean processes
Five problems that CI technology solves
Five focus areas to build a world class lean organization
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
The way to teach and deploy Lean and Six Sigma is broken. Here is how to fix this situation by applying Deming principles.
Presented at the 2015 International Deming Research Seminar, Washington, DC on 24 March 2015.
A multitude of students, instructors and practitioners of current improvement (C.I.) methods like Lean and Six Sigma learn a fraction of what they need, ignore the best ways to apply it, and dismiss whatever they have not being taught.
For example, some companies will “only do Lean” while others “will only do Six Sigma”.
This partial understanding of the C.I. methods is the natural result of fractioning a body of knowledge and the inward focus of the keepers of each method.
Thus, it is common to find a Six Sigma black belt who ignores the notion of the company as a system and a Lean practitioner who is not schooled in statistical analysis of any kind. Both miss on much useful knowledge which would make their efforts far more effective.
Worse still, managers and leaders unaware of Deming principles, launch programs of transformation which involve others in the organization while keeping themselves “safely away.”
Keywords: Lean, Six Sigma, Green belts, Deming, Ohno, W Edwards Deming, Taiichi Ohno, Shewhart, SOPK, management, project management, tribal, feuds, 2001 Space Odyssey, SIPOC, FTY, 7 wastes, 8 wastes, fear, JIT, jidoka, autonomation, gemba, teamwork, transformation, constancy of purpose, metrics, Hoshin planning, Hoshin Kanri, systems view, systemic view, training, leadership, we can do it, deadly diseases, knowledge, System of Profound Knowledge, Toyota Production System, TPS, standards, SOP
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
Jen Ashley, Care Center Site Supervisor for Practice Design
Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
Curious what new features are coming to the BetterWorks platform in 2016 and beyond? Ciara Peter, Head of Product, and Steve Hackney, Solutions Engineering Lead, give an exclusive sneak peek of new product and platform updates at the Goal Summit 2016.
Lean Six Sigma Course Training Part 15Lean Insight
Lean-insight.com is providing lean six sigma training in Bangalore. Online training also available. If you are looking for six sigma classes in Bengaluru consult LeanInsight
For more details visit: http://lean-insight.com/six-sigma-training-bangalore/
4 Disciplines of Execution - Book reviewBill Kohnen
Purchasing Management Guru Bill Kohnen reviews popular management book and process The 4 Disciplines of Execution by McChesney, Covey and Huling with brief comments and suggestion to read.
Materi 4 discipline of execution yang disampaikan pada pertemuan PT Bina Insan Performa pada Mei 2013.
Membahas bagaimana mengaplikasikan ide ke dalam tindakan.
People often ask “what’s the difference between a Leading and a Lagging indicator?”. This presentation challenges some of the usual views and suggests some answers.
"4DX weekly meetings" The true 4DX implementationdalarcon503
4DX is an excellent methodology but the final execution that is within the 4th Discipline (Create Accountability), is where a company and a team can fail.
In this presentation I am sharing in a simple and easy way, how you can have your teams involved and commited to have the Weekly Meetings, that at the end will represent the final execution of your strategies.
Weekly Meetings are the key to have a good 4DX success.
As managers and directors here is where we can provide our support so teams can perform and get better results.
We provide professional services in the areas of responsible business, business excellence and risk management through Assessment, Consulting, Training, and Certification & Assurance. Our reputation as an independent body and advisory firm with high integrity and work standards-has been built up since 2008.
We offer our services in the areas like Occupational Health & Safety, Environment Protection, Corporate Social Responsibility, Sustainability, Management Systems, Organizational Development, Food Safety, Renewable Energy, Climate change, Inspection, Conformity Assurance, Training and Human Capital Development.
We are uniquely placed to offer advice and assurance services free from commercial constraints and to finding ways to improve business performances. Our clients range from local businesses to multinational companies. All services are focused towards one single purpose - Improvement in Business Performance.
Soquel Creek Water District Presentation to SCCBCRobert Singleton
Slideshow presentation to the Santa Cruz County Business Council's Government Affairs Committee from the Soquel Creek Water District. Authors: Ron Duncan, General Manager; and Bruce Daniels, Board President
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
Leading Indicators: What's so KEY about your KPIsDan French
Watch this fascinating webinar and explore the challenges of KPIs as lagging indicators and how, by switching mainly to leading indicators, you can genuinely transform focus and performance.
KPIs in shared services are the most commonly broken instrument in use by management in today’s business environment. In a desire to drive increased efficiency and better outcomes for customers, and with the mantra ‘what you can’t measure you can’t manage’ ringing in our ears, management are collecting data that relates to performance but typically does not DRIVE performance.
We are seeing KPIs that are:
- detrimental to the overall success of the business and;
- encouraging the ‘gaming’ of KPIs for achievement of personal or departmental objectives
The core issues is that lagging indicators, today’s typical KPI set, measure only outputs. We need LEADING indicators to measure and drive the insight and decision making that produces improved performance. We will also be looking at the role of leading indicators, including the Key Exception Indicators and examples of best practices. We will share the Top KPIs in use today, challenge them and share a more balanced approach for driving winning behaviour.
In particular we are examining:
- Leading and lagging Indicators across shared services processes
- The challenge of traditional lagging KPIs
- The most common KPIs for shared services
- How to use indicators to drive behaviour
- How to engage the customer
- Developing an AID-Board
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
EO Accelerator San Francisco Presentation 13 Jun 2016 RESULTS.com
Business Execution for RESULTS - Lessons learned from working with thousands of SMB clients
Stephen Lynch is the Head of Strategy and Consulting at RESULTS.com. He is a “Kiwi” (New Zealander) living in San Francisco.
RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.
To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in this presentation.
This all-day workshop puts Eric Ries's Leader's Guide into practice through a series of 9 hands-on activities. The introductory talk makes the case that Change is the greatest threat to business today, and Lean Startup is emerging as the leading Management Practice enabling companies to adapt.
If you’re leading people right now, you are probably trying to get them to do something different. Whether you lead a small work team or a whole company, a family or a factory, no significant result is achievable unless people change their behaviour. To be successful, you will need their commitment. Getting the kind of commitment that will endure in the midst of the daily grind is not easy. When you execute a strategy that requires a lasting change in the behaviour of other people, you're facing one of the greatest leadership challenges you will ever meet. With the 4 Disciplines of Execution (4DX), you are implementing a set of proven practices that meet that challenge successfully every time.
The real enemy of execution is the whirlwind, the massive amount of energy that's necessary just to keep your operation going on a day-to-day basis. The 4 Disciplines aren't designed for managing your whirlwind, but for executing your most critical strategy in the midst of your whirlwind.
The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing on your most important strategic priorities in the midst of the whirlwind. By following the 4 Disciplines –– focusing on the wildly important, acting on lead measures, keeping a compelling scoreboard, and creating a cadence
of accountability –– leaders can produce breakthrough results.
4DX is not theory. It is a proven set of practices that have been tested and refined by hundreds of organizations and thousands of teams over many years. When a company or an individual adheres to these disciplines, they achieve superb results –– regardless of the goal. 4DX represents a new way of thinking and working that is essential to thriving in today's competitive climate.
What the 4 Disciplines of Execution are and why they work.
• How to execute your strategic priorities and get results.
• How to effect change in human behaviour to achieve your goals.
• How to install the 4DX in your team and organization.
Happy Reading & Learning
Why Your Strategic Plan Does Not Get Executed and What You Can Do About ItHowardLitwak
There is nothing more important than making sure that your strategy is executed in a timely and efficient manner.
Execution disciplines help improve the linkage between your plan and your desired results.
If you are not getting the results you want, this may be the most important presentation you ever view!
Active problem solving is a means to aid in the engagement of employees in the process of problem solving, that is auditable and visual to the entire workforce.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
This presentation looks to improve the plan-do-review process by identifying some templates for briefing and debriefing and drawing on the knowledge from the Military and Elite Sport.
In this file, you can ref useful information about performance appraisal teamwork such as performance appraisal teamwork methods, performance appraisal teamwork tips, performance appraisal teamwork forms, performance appraisal teamwork phrases … If you need more assistant for performance appraisal teamwork, please leave your comment at the end of file.
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
How to manage when you haven't managed beforeAlice Bentinck
Written particularly for young founders who haven't been managers before (and who may never have had a manager before!) to better understand how to manage their fast growing team.
It covers setting expectations, performance management and training.
EF works with technologists to help them find co-founders, develop ideas and to get funding. Join us www.joinef.com
Skills and Strategies for New Test Managers.pdfApplitools
Explore the skills and strategies needed to be successful in software Test/QA leadership in this session from Applitools.
View the on-demand recording at https://applitools.info/vrd
This presentation outlines the idea of Objectives and Key Results (OKR). It is based on the book by John Doerr, and the concept popularized at Intel, Kleiner Perkins, and Google.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
Would you believe managers can lower employee turnover simply by asking how they can help?
Stay interviews have been shown to reduce turnover by more than 20%, preventing high performing employees from jumping ship. How? By building trust between managers and employees.
In this webinar you'll learn:
Study data that drives home the importance of supervisor effectiveness
Specific stay interview tools including questions to ask, data to record, and potential solutions
The four required skills leaders must learn to make their interviews successful
This presentation discusses use of 3-D cone beam CT scan for diagnosis and planning of surgical removal of supernumerary teeth in the lower jaw of a 7 year old patient.
In this presentation, Dr. H. Ryan Kazemi, board-certified oral surgeon in Bethesda, MD, discusses the steps in digital implant dentistry and how computer-assisted dental implant planning provides optimal precision, safety, and longevity of the treatment.
A slideshow presentation by Kazemi Oral Surgery about post-oral surgery nausea and vomiting, the causes, and tips to minimize the discomfort if it happens to you!
Dr. H.Ryan Kazemi gives a brief overview of the most common questions asked after a patient has oral surgery. If you want to find out more information on this specific topic, you can take a look at FacialArt.com
Dr. H. Ryan Kazemi describes the anesthesia safety protocol used at Kazemi Oral Surgery and Dental Implants. We provide full anesthesia monitoring and follow strict guidelines to assure a safe and predictable anesthesia experience for every patient.
This patient information brochure provides detailed information on replacement of missing teeth with dental implants. Lifetime Dental Implants is located in Bethesda MD providing advanced solutions to missing teeth. We work with a team of specialists.
A patient with congenitally missing upper lateral incisors treated with single dental implants and single crowns. This presentation demonstrates use of 3-D virtual implant planning and CAD/CAM surgical guide for precision placement of implants that can create natural appearing teeth and a beautiful new smile.
Dental trauma can range from minor enamel injuries to significant loss of teeth and hard and soft tissues. When faced with such emergencies, the clinician must consider
surgical, restorative, endodontic, and periodontal implications and make quick decisions on a treatment that can lead to the best long term result. In this presentation,
Dr. H. Ryan Kazemi will review various types of dental injuries and a simplified map to choosing the most appropriate treatment quickly and easily. In addition, he will discuss complicating factors and treatment concepts.
When patients present with anatomic limitations for placement of conventional dental implants and bone grafting is not an option, we can use short and wide dental implants to replace their missing teeth. When properly planned and executed, short and wide dental implants can be very successful and provide patient with stable and strong teeth for years of service.
Praised by patients, parents, and dental and medical professionals, this book provides clear and concise information about wisdom teeth extraction:
1. When and Why is it necessary to extract wisdom teeth
Common mysteries, misconceptions, and facts about wisdom teeth
2. Best approaches and techniques for a speedy healing and recovery
3. Ideal age for extraction of wisdom teeth
4. Anesthesia options, techniques, and recovery
5. How to treat wisdom teeth pain and infection
6. What to expect before, during, and after surgery
7. How to find the right dentist for best results
8. Post operative care and nutrition
9. Fees, insurance, and payment options
........And much more
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
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Welcome to Secret Tantric, London’s finest VIP Massage agency. Since we first opened our doors, we have provided the ultimate erotic massage experience to innumerable clients, each one searching for the very best sensual massage in London. We come by this reputation honestly with a dynamic team of the city’s most beautiful masseuses.
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
QA Paediatric dentistry department, Hospital Melaka 2020Azreen Aj
QA study - To improve the 6th monthly recall rate post-comprehensive dental treatment under general anaesthesia in paediatric dentistry department, Hospital Melaka
CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
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Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
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4. Adversity
decrease in new patients
decreased production
poor profits
no growth
Poor online reviews
unhappy patients
patient complaints
no referrals
staff lateness
Poor staff performance
Incomplete work
administrative errors
stress
………..
Emergency Meeting
“WE GOT PROBLEMS”
Big talk on
everything that
is not working
List of 12 things that
“We got to do quickly
to fix …”
“Lets Go Get’em”
5. Why Things Don’t Get Done
No accountability
Poor leadership
Too many goals
No metrics: if you can not measure
it, it doesn’t get done
Enormous power of the ‘whirlwind’
12. Execution: Rockefeller Habits ChecklistTM
1. The executive team is healthy and aligned.
Team members understand each other‘s differences, priorities, and styles.
The team meets frequently (weekly is best) for strategic thinking.
The team participates in ongoing executive education (monthly recommended).
The team is able to engage in constructive debates and all members feel comfortable participating.
2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward.
The Critical Number is identified to move the company ahead this quarter.
3-5 Priorities (Rocks) that support the Critical Number are identified and ranked for the quarter.
A Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life.
Quarterly Theme/Critical Number posted throughout the company and employees are aware of the progress each week.
3. Communication rhythm is established and information moves through organization accurately and quickly.
All employees are in a daily huddle that lasts less than 15 minutes.
All teams have a weekly meeting.
The executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month.
Quarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions.
4. Every facet of the organization has a person assigned with accountability for ensuring goals are met.
The Function Accountability Chart (FACe) is completed (right people, doing the right things, right).
Financial statements have a person assigned to each line item.
Each of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them.
Each 3-5 year Key Thrust/Capability has a corresponding expert on the Advisory Board if internal expertise doesn’t exist.
13. 5. Ongoing employee input is collected to identify obstacles and opportunities.
All executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly.
The insights from employee conversations are shared at the weekly executive team meeting.
Employee input about obstacles and opportunities is being collected weekly.
A mid-management team is accountable for the process of closing the loop on all obstacles and opportunities.
6. Reporting and analysis of customer feedback data is as frequent and accurate as financial data.
All executives (and middle managers) have a 4Q conversation with at least one end user weekly.
The insights from customer conversations are shared at the weekly executive team meeting.
All employees are involved in collecting customer data.
A mid-management team is accountable for the process of closing the loop on all customer feedback.
7. Core Values and Purpose are “alive” in the organization.
Core Values are discovered, Purpose is articulated, and both are known by all employees.
All executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands.
HR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.).
Actions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization.
8. Employees can articulate the following key components of the company’s strategy accurately.
Big Hairy Audacious Goal (BHAG) – Progress is tracked and visible.
Core Customer(s) – Their profile in 25 words or less.
3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly.
Elevator Pitch – A compelling response to the question “What does your company do?”
9. All employees can answer quantitatively whether they had a good day or week (Column 7 of the One-Page Strategic Plan).
1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person.
Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight).
Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company.
14. Elevator Pitch – A compelling response to the question “What does your company do?”
9. All employees can answer quantitatively whether they had a good day or week (Column 7 of the One-Page Strategic Plan).
1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person.
Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight).
Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company.
All executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes.
10. The company’s plans and performance are visible to everyone.
A “situation room” is established for weekly meetings (physical or virtual).
Core Values, Purpose and Priorities are posted throughout the company.
Scoreboards are up everywhere displaying current progress on KPIs and Critical Numbers.
There is a system in place for tracking and managing the cascading Priorities and KPIs.
Copyright 2015 Gazelles, Inc. To download more copies and to get help implementing these tools, please go to www.gazelles.com
15. The Priority
Focus:”The main thing is to keep
the main thing the main thing”
Finish lines: Memorable themes
around your priority; achieve it- by a
specific due date
Fun: Celebrate with rewards
16. Data
At the heart of a leader’s ability to
predict (fundamental job) is data
Metrics
Gather employee data
Gather customer input
KPIs for everyone
Scoreboards everywhere
17. Meeting Rhythm
The daily huddle: 5-15 min
The weekly meeting: 60-90 min
The monthly management meeting
The quarterly & annual meetings
18.
19. 4 Disciplines of Execution
Focus on the Wildly Important Goal
Act on Lead Measures
Keep a Compelling Story Board
Create a Cadence of Accountability
20. Discipline #1
Focus on the
Wildly Important Goal (WIG)
A goal that makes all
the difference.
Failure to achieve
this goal renders any
other achievements
inconsequential
RULES
1. Only 1 to 3 WIGs for the same team at
the same time.
2. Sub-WIGs must ensure the success of
the parent-WIGs
3. Finish line: From X to Y by when
21. 1. Discover Team Wigs
Which areas of team’s performance would you
want to improve the most in order to achieve the
overall top WIG?
What are the greatest strengths of the team that
can be leveraged to ensure top WIG achievement?
Where are the areas where team’s poor
performance most needs to be improved to achieve
top WIG?
22. 1. Discover Team Wigs
1. Rank the WIGS
2. Test top ideas
Is team aligned to top WIG?
Is it measurable?
Who owns it (results)?
Who owns the game?
3. Define the WIGs: ‘Verb’ X to Y by ‘When’
23.
24. Discipline #1
Focus on the
Wildly Important Goal (WIG)
“ We will put a man on the moon
and return him safely home by
the end of the decade”
- John F. Kennedy
25. Discipline #1
Focus on the
Wildly Important Goal (WIG)
“ We will increase our on-time
case delivery from 75% to 100%
by September 1, 2015”
- Dr. ______
27. Discipline #2
Act on the
Lead Measure
Lag Measure Lead Measure
Measures
the goal
Something that leads
to the goal
Something we can
influence
Predictive
Influenceable
28.
29. 2. Act on Lead Measures
What could you do that have never done before?
What strengths of team can be used as leverage?
What weakness might keep you from achieving WIG?
What could you do more consistently?
To Discover:
30. 2. Act on Lead Measures
1. Rank the team WIGS
2. Test top ideas: Predictive? Influenceable?
Measurable? Worth Measuring?
3. Define lead measures
• Tracking team or individual’s performance?
• Tracking lead measures daily or weekly?
• Start with a verb and keep it simple
31. Discipline #2
Act on the
Lead Measure
Lag Measure Lead Measure
Weight loss
(pounds)
Number of calories
(diet)
Miles run
(Exercise)
eg. If you want to loose weight
Predictive
Influenceable
32. Discipline #2
Act on the
Lead Measure
Lag Measure Lead Measure
• Practice production
• Emergency rate
• Case acceptance
• Patient waiting
• Internet patients
• Patient referrals
• Compliance to safety standards
• Qualified tx plan proposals
• On-time report to work
• Posting weekly blogs
33. Discipline #3
Keep a
Compelling Scoreboard
Purpose is to hold
the Wigs and lag
measures and make
it visible to the team
RULES
1. Simple
2. Highly visible to the team
3. Show the “lead” and “lag: measures
4. Tell us immediately if losing or winning
34. Discipline #4
Create a
Cadence of Accountability
This is where the real
execution happens
Key Question:
what are the 1-3 most
important things I can do this
week to impact the
scoreboard?
Each Member
A weekly 20-30 min meeting (no whirlwind)
1. Reports on last week’s commitments
2. Reviews and updates scoreboard
3. Makes commitments for next week
35. 4. Create a Cadence of Accountability
Account: Report on last week’s commitments
Review the scoreboard: Learn from success / failures
Plan: Clear the path and make new commitments
• “What are the one or two important things I can do
this week to impact the team’s performance on
scoreboard?”
36. 4. Create a Cadence of Accountability
Leader presents the scoreboard and his
commitments
Celebrate success
No whirlwind discussion during ‘WIG Session’
37. The 4 Disciplines of Execution
Three Outcomes
1. Clarifies organization’s priorities
2. Engages every member of the team
3. Allows organizations achieve wildly important goals