This document outlines eight common drainers of employee engagement and provides recommended actions to address each drainer. The eight drainers are: 1) Ineffective Team Communication 2) Organizational Silos 3) Inconsistent Management 4) Leadership Vacuum 5) Lack of Empowerment 6) Misalignment of Total Rewards 7) Unclear Mission & Values 8) Resistance to Change. For each drainer, it identifies common challenges and provides three recommended solutions/actions to help improve employee engagement in that area. The overall document is meant to serve as a playbook for organizations to identify key engagement issues and take focused action to enhance engagement.
This document discusses management by walking around (MBWA) and its application in virtual environments. It begins with a brief history of MBWA, noting that it was originally used at HP to boost morale but evolved into a technique where managers visit employees to discover and address problems early. While effective, MBWA has limitations in virtual environments where managers cannot physically visit employees. Some workarounds used today include collaborative documents but they lack the spontaneity of real-time face-to-face interactions that make MBWA most impactful. The document explores what a "virtual world MBWA" might entail to continue providing its benefits of visibility, control and optimization in distributed teams.
This document provides an overview of guerrilla lean management and how it can be implemented from middle management levels. It discusses how lean principles are traditionally applied from top-down in organizations, but that middle managers can take the lead as "guerrilla managers" when top management does not support change. The summary outlines key steps guerrilla managers can take to implement lean without top-level resources or authority, including establishing credibility, respecting existing power structures, and rallying support from other like-minded individuals. The goal is to gradually implement lean practices and drive operational improvements from below.
The document outlines three steps for building an effective top executive team: 1) Get the right people on the team and remove those who are wrong for the team, as the CEO is responsible for the team's composition. 2) Ensure the team focuses only on work that truly requires a top-team perspective rather than trying to handle everything. 3) Address team dynamics and processes, such as building trust and accountability between members, to improve collaboration and performance. Examples show how following these steps can help teams overcome dysfunctions and drive better business outcomes.
Using Measurement to Drive the Impact and Effectiveness of Your Leadership De...Forum Corporation
It has been estimated that up to 50% of training is wasted.* You can avoid this by monitoring how leaders are applying and benefitting from what they learn. What the webinar replay here: http://go.forum.com/NAMeasurementWebinarReplay
Unlocking the collective wisdom of the executive team is a major step toward competitive advantage. When communication, collaboration and creativity are given room to breathe, the impact on both workplace behavior and strategic outcomes produces measurable profitability.
Tapping into this collective wisdom remains a challenge for many organizations. Alignment is not automatic and needs to be cultivated. Instilling collaboration within the executive team by driving deep understanding of each individual team member fosters reassurance that executives can rely upon each to engage mutual accountability.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Managing Under-Performance" and will show you how to manage the under-performers on your team.
This document discusses the key principles of management and leadership. It defines management as the process of dealing with or controlling things or people, and outlines the main functions of management as planning, organizing, staffing, directing, and controlling. Leadership is described as complementary to management, with managers focusing on administration and maintenance while leaders innovate and develop. The document also differentiates the roles and skills of managers versus leaders.
This document discusses management by walking around (MBWA) and its application in virtual environments. It begins with a brief history of MBWA, noting that it was originally used at HP to boost morale but evolved into a technique where managers visit employees to discover and address problems early. While effective, MBWA has limitations in virtual environments where managers cannot physically visit employees. Some workarounds used today include collaborative documents but they lack the spontaneity of real-time face-to-face interactions that make MBWA most impactful. The document explores what a "virtual world MBWA" might entail to continue providing its benefits of visibility, control and optimization in distributed teams.
This document provides an overview of guerrilla lean management and how it can be implemented from middle management levels. It discusses how lean principles are traditionally applied from top-down in organizations, but that middle managers can take the lead as "guerrilla managers" when top management does not support change. The summary outlines key steps guerrilla managers can take to implement lean without top-level resources or authority, including establishing credibility, respecting existing power structures, and rallying support from other like-minded individuals. The goal is to gradually implement lean practices and drive operational improvements from below.
The document outlines three steps for building an effective top executive team: 1) Get the right people on the team and remove those who are wrong for the team, as the CEO is responsible for the team's composition. 2) Ensure the team focuses only on work that truly requires a top-team perspective rather than trying to handle everything. 3) Address team dynamics and processes, such as building trust and accountability between members, to improve collaboration and performance. Examples show how following these steps can help teams overcome dysfunctions and drive better business outcomes.
Using Measurement to Drive the Impact and Effectiveness of Your Leadership De...Forum Corporation
It has been estimated that up to 50% of training is wasted.* You can avoid this by monitoring how leaders are applying and benefitting from what they learn. What the webinar replay here: http://go.forum.com/NAMeasurementWebinarReplay
Unlocking the collective wisdom of the executive team is a major step toward competitive advantage. When communication, collaboration and creativity are given room to breathe, the impact on both workplace behavior and strategic outcomes produces measurable profitability.
Tapping into this collective wisdom remains a challenge for many organizations. Alignment is not automatic and needs to be cultivated. Instilling collaboration within the executive team by driving deep understanding of each individual team member fosters reassurance that executives can rely upon each to engage mutual accountability.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Managing Under-Performance" and will show you how to manage the under-performers on your team.
This document discusses the key principles of management and leadership. It defines management as the process of dealing with or controlling things or people, and outlines the main functions of management as planning, organizing, staffing, directing, and controlling. Leadership is described as complementary to management, with managers focusing on administration and maintenance while leaders innovate and develop. The document also differentiates the roles and skills of managers versus leaders.
Your organization's greatest assets are the human capital. Are you investing in them wisely?
An insurance company I conducted sales leadership training for saw new sales go up by 20% as a result of the training.
Another company I conducted employee motivation training for, saw absences and “call in sicks” reduce by a whopping 37.67%.
Do you want to supercharge your organization’s performance?
Do you feel like there’s more that your business could be accomplishing?
Are you ready to take your employees or members to another level?
Looking for a keynote speaker at your next event?
I offer customized lectures, seminars and workshops for small, medium and large organizations with the desire of equipping their employees with the skills and knowledge they need for increased productivity and results.
Some popular courses I offer are:
Overcoming Obstacles & Challenges
Customer Service
Leadership & Influence
Employee Motivation
Leading Innovation and Change
Digital Marketing Basics
Workplace Stress Management
Effective Communications
Building Passionate Teams
Performance Management
Business Ethics
Business Writing
Emotional Intelligence
Consultative Selling
Strategic Planning
Facilitation Skills
Coaching & Mentoring
Management by Walking Around (MBWA) is an effective management technique where managers visit employees informally to understand projects better. While traditionally done in-person, virtual teams now require a virtual form of MBWA. A conceptual virtual MBWA solution would use intelligent project management software to allow rapid Q&A reviews of all projects. Managers could drill down into risk areas and combine virtual tools like videoconferencing. Information would be centralized for access by authorized personnel to manage and document the virtual MBWA process. This conceptual solution aims to reproduce the benefits of visibility, control and optimization that traditional MBWA provided to help ensure project success.
This document summarizes the challenges leaders face in maintaining productivity. It discusses how interruptions, meetings, long hours, and constant communication negatively impact productivity. It then presents a productivity model focusing on insight, resolve, discernment, and achievement. The model emphasizes developing clarity, boundaries, and relationships to boost results, confidence, and productivity both personally and professionally. Key skills discussed include prioritizing, time management, effective communication, and driving team performance. The document promotes developing self-awareness and focusing on high-value tasks to work more effectively.
Survivor syndrome & survivor guilt; looking after the people left behind Marc...Timothy Holden
This document discusses survivor syndrome, which refers to the negative psychological effects experienced by employees who remain with an organization after downsizing or layoffs. It outlines the definition of survivor syndrome and examines how HR can minimize its impact. This includes effective planning, communication, supporting surviving employees, and rebuilding trust. Case studies are also presented to demonstrate different approaches to downsizing. The document concludes with questions about survivor syndrome and how organizations can best support surviving employees.
This case study examines the management style of Delhi Computers Ltd. (DCL), a computer manufacturing company founded in 1991. DCL employs an informal management approach with no reserved parking, dress code, or organizational charts. Employees are given autonomy and responsibility. This style initially helped DCL double sales annually from 1992-1997 as it encouraged creativity. However, growth slowed after 1997 as the lack of controls led to issues in production, manufacturing, and marketing. While DCL's informal approach nurtured creativity, the company now faces the challenge of exercising management control as it grows without damaging its entrepreneurial culture.
The document discusses an executive coaching program that aims to improve leadership skills and interpersonal relationships. The program includes one-on-one coaching sessions, teaching communication strategies, and team development workshops. It guarantees to help leaders achieve better results by focusing on relationships, communication styles, and addressing issues that undermine productivity. A list of clients that have worked with the program is also provided.
Building basic skills in management and leadershipSos Jabo
This document provides an introduction to basic skills in management and leadership for new businesses. It outlines sections that will be covered, including problem solving, planning, delegation, communications and self-management. The outcomes are to gain skills in these areas and optionally review more advanced topics. Suggested materials for review are provided to help address each topic, and potential topics for reflection and discussion are listed related to problem solving, planning, delegation, communications and meetings.
This document discusses management concepts including the functions, roles, and activities of management. It describes managers as being responsible for achieving organizational objectives through planning, decision-making, communication, and leading subordinates. The functions of management include planning, organizing, directing, coordinating, and controlling. Different leadership styles are also examined such as autocratic, democratic, laissez-faire, and situational leadership. Additionally, theories of motivation are summarized like Maslow's hierarchy of needs and Herzberg's two-factor theory. The document provides an overview of key topics related to managing an organization.
Management and Leadership Skills: Why they are important and how to get them. Presented for Boston University Corporate Education Group by
Jamie Resker
This document discusses the importance of strategy execution for companies. It notes that between 70-90% of companies fail to properly execute their strategies. Only 63% of planned performance is actually delivered on average. The key issues are that no one is clearly responsible for execution, employees do not understand what is expected of them, and there is no accountability. It then provides a 13 step process for connecting strategy to daily employee actions through defining success metrics, aligning job roles and goals, using metrics for management, and ongoing communication. The overall message is that effective strategy execution requires focusing employees on measurable results rather than activities.
This document provides an overview of proactive management, lessons learned, and risk management. For proactive management, it discusses being proactive versus reactive, tips for proactive management including identifying tasks and risks, and how to build strong customer relationships. For lessons learned, it defines lessons learned and explains how to conduct lessons learned meetings and use a lessons learned register. For risk management, it defines risk and the risk management process of identifying, analyzing, planning, implementing, and monitoring risks.
This document provides an overview of topics that will be covered in the November/December 2014 issue of the magazine for the New Zealand Organisation for Quality, including the president's report, branch reports, a new training calendar for 2015, Lean project management, quality and customer requirements, leadership needs for emotional intelligence, and reducing costs for compliance. It also announces elections for the Board in 2015 and invites readers to provide further comments on the articles.
This document discusses teamwork and management in the design team of construction projects. It begins by explaining how a design team is typically organized, with an architect coordinating other specialists like engineers. It also covers motivation theories like Maslow's hierarchy of needs. The document discusses management structures in construction organizations and techniques for dealing with underperformance, like counseling employees. It emphasizes the importance of teamwork, delegation, and leadership for project success. Appendices provide more details on typical design team roles and leadership approaches.
The document describes a 4 step process for measuring the impact of training programs or projects by collecting baseline data before and resultant data after the initiative, quantifying any improvements in behaviors or business outcomes, and calculating a return on investment by assigning monetary values to the changes. It then provides an example of how implementing hourly patient rounding on a surgical unit reduced falls and increased satisfaction, saving an estimated $55,000.
5 Tips to Significantly Improve Efficiency and Output of Your MeetingsKhorus
Taking the pulse of your company is necessary but have you ever considered how much time the meeting and the reports your staff is collating are consuming? According to a Clarizen/Harris interactive survey, 67 percent of those surveyed say they are spending up to four hours per week preparing for meetings, while a 3M Meeting Network survey of executives found up to 50 percent of the time people spend in meetings is wasted. That’s a lot of hours preparing for a meeting that is considered a waste of time.
How can you make your meetings more efficient while obtaining all of the relevant information you need to make informed decisions? At Khorus, we work specifically with CEOs and senior executives reach their full potential. We’d like to offer you 5 tips to get the most out of the least amount of meetings.
Download this eBook to learn:
- Where most meetings get off track
- What other CEOs feel about their current allocation of time
- Why so much time and resources are squandered preparing for meetings
- How to recapture your precious time
- The steps you can take now to stop the madness
This document provides an overview of management concepts including:
- Defining management as coordinating work through people to accomplish goals efficiently and effectively
- Discussing early management theorists like Taylor, Fayol, Follett, and Drucker and their contributions
- Describing the traditional pyramid structure of managerial levels from top to middle to low-level managers
- Explaining the importance of both efficiency and effectiveness for managers
- Outlining the four main functions of management as planning, organizing, leading, and controlling
The slide describes a few tip about management of micromanagement at workplace as well as using good planning system for a sustainable organizational development
This document provides an overview of successful people management. It discusses key management functions like planning, organizing, and staffing. It also covers important managerial skills, roles, and how to be an effective manager. The document then explores various topics that managers should be aware of such as perception, problem solving, counseling, traps to avoid, and critical success factors. It concludes with questions.
in 2015, Citizen Schools designed a new performance management process that trades in a emphasis in scoring for a focus on genuine conversations and progress to goals. This deck was used to roll out the new process through small group discussions with both managers and individual contributors.
Organization Restructuring_ Guest Speaker at Haas/Berkeley. Hsiang-Yi Lin (林湘儀)
This document summarizes lessons learned from case studies of organizational restructuring at JP Morgan Chase, Yahoo!, and Earn.org. It identifies three common mistakes: (1) imposing restructuring from the top down without input from managers and staff, (2) having unrealistic expectations for quick wins, and (3) failing to clearly and repeatedly communicate the strategic vision. Successful change involves enlisting middle managers in planning and implementation for input and buy-in, recognizing that change takes time and continuous effort, and strategically communicating the vision through multiple channels to connect it to employees' daily work. The key is doing change with people, not to people.
Your organization's greatest assets are the human capital. Are you investing in them wisely?
An insurance company I conducted sales leadership training for saw new sales go up by 20% as a result of the training.
Another company I conducted employee motivation training for, saw absences and “call in sicks” reduce by a whopping 37.67%.
Do you want to supercharge your organization’s performance?
Do you feel like there’s more that your business could be accomplishing?
Are you ready to take your employees or members to another level?
Looking for a keynote speaker at your next event?
I offer customized lectures, seminars and workshops for small, medium and large organizations with the desire of equipping their employees with the skills and knowledge they need for increased productivity and results.
Some popular courses I offer are:
Overcoming Obstacles & Challenges
Customer Service
Leadership & Influence
Employee Motivation
Leading Innovation and Change
Digital Marketing Basics
Workplace Stress Management
Effective Communications
Building Passionate Teams
Performance Management
Business Ethics
Business Writing
Emotional Intelligence
Consultative Selling
Strategic Planning
Facilitation Skills
Coaching & Mentoring
Management by Walking Around (MBWA) is an effective management technique where managers visit employees informally to understand projects better. While traditionally done in-person, virtual teams now require a virtual form of MBWA. A conceptual virtual MBWA solution would use intelligent project management software to allow rapid Q&A reviews of all projects. Managers could drill down into risk areas and combine virtual tools like videoconferencing. Information would be centralized for access by authorized personnel to manage and document the virtual MBWA process. This conceptual solution aims to reproduce the benefits of visibility, control and optimization that traditional MBWA provided to help ensure project success.
This document summarizes the challenges leaders face in maintaining productivity. It discusses how interruptions, meetings, long hours, and constant communication negatively impact productivity. It then presents a productivity model focusing on insight, resolve, discernment, and achievement. The model emphasizes developing clarity, boundaries, and relationships to boost results, confidence, and productivity both personally and professionally. Key skills discussed include prioritizing, time management, effective communication, and driving team performance. The document promotes developing self-awareness and focusing on high-value tasks to work more effectively.
Survivor syndrome & survivor guilt; looking after the people left behind Marc...Timothy Holden
This document discusses survivor syndrome, which refers to the negative psychological effects experienced by employees who remain with an organization after downsizing or layoffs. It outlines the definition of survivor syndrome and examines how HR can minimize its impact. This includes effective planning, communication, supporting surviving employees, and rebuilding trust. Case studies are also presented to demonstrate different approaches to downsizing. The document concludes with questions about survivor syndrome and how organizations can best support surviving employees.
This case study examines the management style of Delhi Computers Ltd. (DCL), a computer manufacturing company founded in 1991. DCL employs an informal management approach with no reserved parking, dress code, or organizational charts. Employees are given autonomy and responsibility. This style initially helped DCL double sales annually from 1992-1997 as it encouraged creativity. However, growth slowed after 1997 as the lack of controls led to issues in production, manufacturing, and marketing. While DCL's informal approach nurtured creativity, the company now faces the challenge of exercising management control as it grows without damaging its entrepreneurial culture.
The document discusses an executive coaching program that aims to improve leadership skills and interpersonal relationships. The program includes one-on-one coaching sessions, teaching communication strategies, and team development workshops. It guarantees to help leaders achieve better results by focusing on relationships, communication styles, and addressing issues that undermine productivity. A list of clients that have worked with the program is also provided.
Building basic skills in management and leadershipSos Jabo
This document provides an introduction to basic skills in management and leadership for new businesses. It outlines sections that will be covered, including problem solving, planning, delegation, communications and self-management. The outcomes are to gain skills in these areas and optionally review more advanced topics. Suggested materials for review are provided to help address each topic, and potential topics for reflection and discussion are listed related to problem solving, planning, delegation, communications and meetings.
This document discusses management concepts including the functions, roles, and activities of management. It describes managers as being responsible for achieving organizational objectives through planning, decision-making, communication, and leading subordinates. The functions of management include planning, organizing, directing, coordinating, and controlling. Different leadership styles are also examined such as autocratic, democratic, laissez-faire, and situational leadership. Additionally, theories of motivation are summarized like Maslow's hierarchy of needs and Herzberg's two-factor theory. The document provides an overview of key topics related to managing an organization.
Management and Leadership Skills: Why they are important and how to get them. Presented for Boston University Corporate Education Group by
Jamie Resker
This document discusses the importance of strategy execution for companies. It notes that between 70-90% of companies fail to properly execute their strategies. Only 63% of planned performance is actually delivered on average. The key issues are that no one is clearly responsible for execution, employees do not understand what is expected of them, and there is no accountability. It then provides a 13 step process for connecting strategy to daily employee actions through defining success metrics, aligning job roles and goals, using metrics for management, and ongoing communication. The overall message is that effective strategy execution requires focusing employees on measurable results rather than activities.
This document provides an overview of proactive management, lessons learned, and risk management. For proactive management, it discusses being proactive versus reactive, tips for proactive management including identifying tasks and risks, and how to build strong customer relationships. For lessons learned, it defines lessons learned and explains how to conduct lessons learned meetings and use a lessons learned register. For risk management, it defines risk and the risk management process of identifying, analyzing, planning, implementing, and monitoring risks.
This document provides an overview of topics that will be covered in the November/December 2014 issue of the magazine for the New Zealand Organisation for Quality, including the president's report, branch reports, a new training calendar for 2015, Lean project management, quality and customer requirements, leadership needs for emotional intelligence, and reducing costs for compliance. It also announces elections for the Board in 2015 and invites readers to provide further comments on the articles.
This document discusses teamwork and management in the design team of construction projects. It begins by explaining how a design team is typically organized, with an architect coordinating other specialists like engineers. It also covers motivation theories like Maslow's hierarchy of needs. The document discusses management structures in construction organizations and techniques for dealing with underperformance, like counseling employees. It emphasizes the importance of teamwork, delegation, and leadership for project success. Appendices provide more details on typical design team roles and leadership approaches.
The document describes a 4 step process for measuring the impact of training programs or projects by collecting baseline data before and resultant data after the initiative, quantifying any improvements in behaviors or business outcomes, and calculating a return on investment by assigning monetary values to the changes. It then provides an example of how implementing hourly patient rounding on a surgical unit reduced falls and increased satisfaction, saving an estimated $55,000.
5 Tips to Significantly Improve Efficiency and Output of Your MeetingsKhorus
Taking the pulse of your company is necessary but have you ever considered how much time the meeting and the reports your staff is collating are consuming? According to a Clarizen/Harris interactive survey, 67 percent of those surveyed say they are spending up to four hours per week preparing for meetings, while a 3M Meeting Network survey of executives found up to 50 percent of the time people spend in meetings is wasted. That’s a lot of hours preparing for a meeting that is considered a waste of time.
How can you make your meetings more efficient while obtaining all of the relevant information you need to make informed decisions? At Khorus, we work specifically with CEOs and senior executives reach their full potential. We’d like to offer you 5 tips to get the most out of the least amount of meetings.
Download this eBook to learn:
- Where most meetings get off track
- What other CEOs feel about their current allocation of time
- Why so much time and resources are squandered preparing for meetings
- How to recapture your precious time
- The steps you can take now to stop the madness
This document provides an overview of management concepts including:
- Defining management as coordinating work through people to accomplish goals efficiently and effectively
- Discussing early management theorists like Taylor, Fayol, Follett, and Drucker and their contributions
- Describing the traditional pyramid structure of managerial levels from top to middle to low-level managers
- Explaining the importance of both efficiency and effectiveness for managers
- Outlining the four main functions of management as planning, organizing, leading, and controlling
The slide describes a few tip about management of micromanagement at workplace as well as using good planning system for a sustainable organizational development
This document provides an overview of successful people management. It discusses key management functions like planning, organizing, and staffing. It also covers important managerial skills, roles, and how to be an effective manager. The document then explores various topics that managers should be aware of such as perception, problem solving, counseling, traps to avoid, and critical success factors. It concludes with questions.
in 2015, Citizen Schools designed a new performance management process that trades in a emphasis in scoring for a focus on genuine conversations and progress to goals. This deck was used to roll out the new process through small group discussions with both managers and individual contributors.
Organization Restructuring_ Guest Speaker at Haas/Berkeley. Hsiang-Yi Lin (林湘儀)
This document summarizes lessons learned from case studies of organizational restructuring at JP Morgan Chase, Yahoo!, and Earn.org. It identifies three common mistakes: (1) imposing restructuring from the top down without input from managers and staff, (2) having unrealistic expectations for quick wins, and (3) failing to clearly and repeatedly communicate the strategic vision. Successful change involves enlisting middle managers in planning and implementation for input and buy-in, recognizing that change takes time and continuous effort, and strategically communicating the vision through multiple channels to connect it to employees' daily work. The key is doing change with people, not to people.
Leadership development plans should include specific, measurable goals that are focused on one or two high-impact areas and linked to business needs. The plan should use a 70-20-10 framework with most activities being experiential. Leaders should revisit their plans quarterly and get feedback to ensure the plan drives results and learning over time. An effective plan template includes sections for development goals, desired outcomes, strengths/needs, business context, development actions, and success factors.
L&D's Role in Closing the Soft Skills GapBizLibrary
Organizations have tried all types of approaches to fill the soft skills gap. They’ve gone on hiring sprees, brought in consultants and even administered lengthy tests to candidates before hiring — but to little avail, as those gaps remain. What’s the next step? What are these organizations missing?
Training. Upskilling current employees is the most effective and cost-efficient way to bridge skill gaps and create an organization that’s ready for the future. But it doesn’t take just any kind of training.
Join us for this complimentary Training Industry webinar, sponsored by BizLibrary. Katie Miller will discuss the best training strategies to use when looking to close your employees’ soft skills gaps.
There is a tremendous execution and engagement gap in companies -- 13% of employees are actively engaged and less than half understand the goals.
The problem lies with managers and executives and how they spend their time. Most are bogged down in trivia or don't allocate enough time to valuable leadership activities that engage their teams in goal achievement. But in order to allocate more time to leadership, most managers need more capacity and efficiency.
This slideshare shows where the time goes and how to increase management efficiency to raise your leadership capacity.
More then a good story case application 1 answerRazveer Jahan
Case Application
More Than a Good Story
1. Jake and Rocket a cartoon guy and his cartoon dog, can be found on most of the apparel and other branded products sold by the Life is Good Company. With his perky beret (or other appropriate head gear), Jake has that contended look of being able to enjoy life as it is and finding reasons to be happy right now, and Rocket? Well he is just happy to be along for the ride. And what a ride it’s been for the two! They’ve been part of the company growth to over $100 million in revenues. Company co-founders and brothers, Bert and John Jacobs have a personal and Business philosophy much like Jake; simplicity, humor and humility. However both understand that even this philosophy they need to be good managers throughout the organization in order to stay successful.
2. Bert and John designed their first tee shirts in 1989 and sold them door-to-door in college dorms along the East Coast and in Boston where they’d set up shop using an old card table in locations on one way streets so they could pick up and move quickly if they needed to. They used this simple approach because like many young entrepreneurs, they couldn’t afford required business licenses. Although they met a lot of wonderful people and heard a lot of good stories during those early years, sales weren’t that great. As the company legend goes, the brothers “lived on peanut butter and jelly, slept in their beat-up van, and showered when they could.” During one of their sales trip parties, Bert and John asked some friends for advice on an assortment of images and slogans they had put together. Those friends (some of whom now work for the company) liked the “Life is Good” slogan and drawing of Jake that had been sketched by the John. So Bert and John printed up to 48 Jake shits for a local street fair in Cambridge, Massachusetts. By noon 48 shirts were gone, something that had never happened! The brothers were smart enough to recognize that they might be on to something. And, as the old saying goes…..the rest is history! Since that momentous day in 1994, they’ve sold nearly 20 million Life is Good shirts featuring Jake and Rocket. Bert attributes their success to his belief that the “ the ‘Life is Good’ message, coupled with the carefree image of Jake,
was simple enough to swallow, light enough to be mistaken for preachy, and profound enough to matter.” He goes on to say that, “Note that we don’t say ‘Life is great!’ We say life is
good, period. These simple words, People connect with it instantly.”
3. Another important facet of Life is good is their commitment to good causes. And those aren’t just “words” to Bert and John; they act on their words. They are passionately involved with Project Joy, which is a nonprofit organization that fosters the development of at risk children through the art of play. Bert says their partnership with Project Joy aligns with Life is good’s philosophy. The financial
This white paper discusses nine common mistakes that lead to failed ERP system implementations in the public sector. The mistakes include: assuming there is natural support for the project; focusing on technology over people issues; not properly preparing by documenting current processes; trying to implement everything at once instead of in phases; providing minimal user support; underestimating resource requirements; overestimating how many "best practices" can be adopted; taking a narrow view of the project instead of considering external factors; and allowing deadlines to slip. The paper provides strategies for avoiding each mistake and successfully implementing an ERP system.
Lunch& Learn - Bridging the gap between strategy design and deliveryThe PNR
This document summarizes a lunch and learn session on bridging the gap between strategy design and delivery. It discusses why organizations fail to meet strategic objectives due to flawed implementation and lists common barriers. Principles for effective strategy delivery are presented, including ensuring delivery has priority, accepting accountability, mobilizing resources, leveraging customer insights, focusing on key priorities, promoting engagement, demonstrating bias for action, balancing ongoing initiatives, developing robust yet flexible plans, and celebrating successes. The document concludes by asking how the presented methodology for bridging the strategy gap could be improved.
This document discusses effective succession planning and management. It defines succession planning as ensuring leadership continuity and building talent from within an organization. Succession planning should be paired with succession management. The document then lists reasons for having succession planning and management programs, such as contributing to the organizational business plan, increasing the talent pool, and improving employee morale. It provides models for technical and social relationship succession planning. Finally, it lists requirements for implementing an effective succession planning and management program, such as having management support, replacing aging employees, and basing recruitment and training on developing successors.
A company is an organism. It lives and grows. Introducing new strategy into the organism can rejuvenate and strengthen the entire system. It can also choke the system at different points, preventing the organism from thriving. This presentation will help you understand how to avoid and overcome the 7 choke points of strategy implementation.
This document outlines eight common mistakes that cause transformation efforts to fail. It discusses research on over 100 companies that underwent major changes. The mistakes include: not establishing a great enough sense of urgency; not creating a powerful guiding coalition; lacking a clear vision; undercommunicating the vision; not removing obstacles; not creating short-term wins; declaring victory too soon; and not anchoring changes in the company's culture. The lessons are that change is a process with many phases, and failures in any phase can undermine the entire effort.
How to help Line Managers be Better CommunicatorsPoppulo
1. Line managers are an important but often overlooked resource for internal communication. They have direct contact with employees and can communicate corporate messages powerfully.
2. However, line managers often lack support and training to develop strong communication skills. The document provides eight ways for internal communicators to help equip line managers, such as providing context on messages, building communication capacity, and leveraging data on the impact of line manager skills.
3. If internal communicators prioritize supporting line managers' development as communicators, it can significantly improve how corporate messages are conveyed to employees throughout organizations.
The document discusses the implementation and sustainability phases of transformative leadership. It describes 4 task-oriented behaviors leaders can use in the implementation phase: 1) plan with pictures and backups, 2) communicate clearly, 3) monitor and provide helpful performance reviews, and 4) problem solving. The sustainability phase focuses on meeting present needs without compromising the future, and involves 3 phases - building relationships, recognizing individuals and teams, and providing rewards.
Identify barriers to quality improvement, their causes and impact, and describe methods for overcoming them.
The #DROOS_FLGAWDA channel is dedicated to providing scientific content that effectively contributes to building knowledge among interested and quality workers as well as manufacturers and service providers so that they can achieve their products better, faster and at the lowest cost.
Simply channel #DROOS_FLGAWDA... will change your life for the better
JOIN-US FOR FREE
https://goo.gl/4S8PQ8
The document discusses success and failure in organizational design through four phases: assess, design, implement, and optimize. It provides reasons why organizational design efforts often fail, including poor planning, inadequate leadership support, lack of resources, prioritizing systems over people, and leaders having inadequate change management skills. Successfully implementing organizational design requires going through all phases, balancing both systems and people needs, strong leadership buy-in, sufficient resources, and leaders with strong change management abilities.
Micromanaging is a common, but unhealthy management style that is likely to put a damper on creativity and individual growth. Learn how to take the basic concepts for how NOT to micromanage and apply it to a project manager's world.
This SlideShare covers:
- What exactly is micromanaging?
- 4 behaviors of micromanagers
- 7 tips to combat micromanaging
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2. Table of Contents
2
03
06
06
08
10
12
14
16
18
20
I. Ineffective Team Communication
II. Organizational Silos
III. Inconsistent Management
IV. Leadership Vacuum Lack of Empowerment
V. Lack of Empowerment
VI. Misalignment of Total Rewards
VII. Unclear Mission & Values 18
VIII. Resistance to Change
PART 1.
PART 2.
WHY YOU SHOULD BE MORE FOCUSED IN
ACTIONING EMPLOYEE FEEDBACK
EIGHT COMMON DRAINERS OF EMPLOYEE
ENGAGEMENT & RECOMMENDED ACTIONS
A c t i o n P l a n n i n g P l a y b o o k
3. PART I
WHY YOU SHOULD BE MORE
FOCUSED IN ACTIONING
EMPLOYEE FEEDBACK
4. #1 - Ineffective Team
Communication
#2 - Organizational Silos
Eight Common Drainers of Employee Engagement
Historically, businesses tend to collect all of the engagement data they can
by asking as many questions as possible in an effort to cover all of their
bases. As a result, companies have a tendency to collect too much, making it
difficult to take action. Compounding the issue, executives can have
unrealistic expectations requiring HR organizations to take action on all low
scoring areas for improvement.
The answer? Our research indicates that you should follow a process that
drives more specific focus. An approach that will assess key areas of
engagement highlighting the most relevant issues. With more focus on
trending topics, you will be able to scratch past the surface, drill down to the
root issue and create an action plan based on real data.
After reviewing more than 10,000 customer surveys, we have identified
eight common challenges with engagement that many companies face.
Communication is frequently the
lowest scoring indicator in
engagement surveying. Our data
shows that this is due to basic
communication needs that aren’t
being met at the employee level,
e.g., regular 1.x1’s, frequent
leadership updates, etc.
One of the most common
symptoms of rapid growth and
business expansion is organizational
silos which are typically the result of
information barriers, poor leadership
modeling and a lack of cross
departmental integration.
A c t i o n P l a n n i n g P l a y b o o k 4
WHY YOU SHOULD BE MORE FOCUSED
IN ACTIONING EMPLOYEE FEEDBACK
5. #5 - Lack of Empowerment #6 - Misalignment of Total
Rewards
Micro-management, ineffective
decision making and project delays
are the hallmarks of a company that
struggles with empowerment.
These symptoms stem from a few
common problems: a culture of a
consensus, lack of accountability
and a diminishing management
style.
Reward is another area of
engagement that is often
misunderstood. Employees often
vocalize unhappiness with reward
programs and companies assume
that costly changes need to be
made without a true understanding
of what matters most to employees,
e.g., work life balance, etc.
#7 - Unclear
Mission & Values
Organizations typically struggle with
their mission statement and values
when they are outdated or poorly
articulated, when the values are not
modeled by the organization, and
when the values are not integrated
into their people processes.
#8 - Resistance to Change
Companies that resist change often
struggle to push the envelope in
their industries. Typically, this stems
from not having a way of capturing
employee feedback and ideas,
which they can then prioritize and
implement.
#3 - Inconsistent Management
Inexperienced managers, infrequent
1x1’s conversations and
organizational politics are all
characteristics of companies with
managerial challenges. Typical
issues include a lack of manager
capability, time pressures impacting
manager performance and a lack of
developmental support.
#4 - Leadership Vacuum
Growth and expansion can result in
companies struggling with
leadership alignment creating a
perception of disorganization.
Businesses with leadership issues
can have information blockages
frustrating employees at lower
levels and impacting performance.
A c t i o n P l a n n i n g P l a y b o o k 5
8. #1 - INEFFECTIVE TEAM COMMUNICATION
Common Challenges & Recommended Actions:
A c t i o n P l a n n i n g P l a y b o o k
Problem 1: Inconsistent Manager 1x1s - managers do not make time to
communicate corporate messages and engage with their direct reports.
Problem 2: Poor Communication Strategy - organizations do not have
a strategy for what should be communicated and how.
• Solution A - Set clear expectations around 1x1s, role
modeling them at a leadership level and embedding
them in performance management.
• Solution B - Use regular pulse surveys to check which
managers are not meeting your standards around 1x1s.
• Solution C - Create manager toolkit with additional materials
on corporate communications and use 1x1s as a channel to
reinforce key corporate initiatives.
• Solution A - Get feedback from employees on the types
of communication that are lacking and their preferred
method of communication.
• Solution B - Create a communications strategy, including
guidance around minimum standards and a simple
corporate cadence.
• Solution C - Assign resources to internal communication, set
clear responsibilities and assign a leadership sponsor.
Problem 3: Unreliable Communication Cadences - organizations do
not have a regular rhythm for communicating with their team.
• Solution A - Create a regular cadence of company-wide
town-halls that fits with your corporate calendar.
• Solution B - Implement a weekly communication plan at
the departmental level to ensure key information is
shared.
• Solution C - Implement a work social platform to disseminate
important messages outside of your regular cadence.
7
10. Common Challenges & Recommended Actions:
A c t i o n P l a n n i n g P l a y b o o k
Problem 2: Information Silos Between Teams - information does not
flow across teams, either because of inefficiency or willful
miscommunication.
Problem 1: Poor Leadership Role Modelling - personal agendas on the
leadership team or a lack of clear company direction prevent teams
from working together.
• Solution A - Include regular departmental updates as part
of your company-wide meeting cadence.
• Solution B - Implement a knowledge management system
including transparent departmental and individual goals.
• Solution C - Host regular team stand-ups which can include
cross-functional team members to stay updated.
• Solution A - Periodically review company direction as a
leadership team and prioritize individual projects against
the overall direction.
• Solution B - Ensure early alignment in the leadership team
around any cross-functional projects.
• Solution C - Implement leadership behaviors which include
collaboration and embed them in your performance
management process.
Problem 3: Lack of Team Building - team building activities are
ineffective, insufficient or do not encourage cross-team relationship
building.
• Solution A - Implement company-wide team building
activities which encourage cross-team networking.
• Solution B - Host open internal knowledge-sharing events
and include an element of networking as part of them.
• Solution C - Implement a work social platform to enable people
to make connections informally across teams and regions.
9
#2 - ORGANIZATIONAL SILOS
12. Common Challenges & Recommended Actions:
A c t i o n P l a n n i n g P l a y b o o k
Problem 1: Lack of Manager Capability - many people start managing
without sufficient support and training to do their jobs well.
Problem 2: Time Pressures Impact Manager Performance - managers
are too busy delivering their job responsibilities to truly manage.
• Solution A - Define what it takes to be a great manager in
your organization by capturing the behaviors of your best
managers.
• Solution B - Get feedback on managers using light weight 360
feedback tools.
• Solution C - Implement Manager 101 development and
other training programs for new managers based on trends
in 360 manager feedback to offer regular peer support and
independent problem-solving.
• Solution A - Review manager responsibilities at an individual
level to ensure they are reasonable.
• Solution B - Train/Performance Manage your managers
around effective delegation.
• Solution C - Implement minimum expectations for managers
around the time they spend with their team and hold them
accountable for reaching these minimum standards.
Problem 3: Lack of Support from Leadership - leaders do not provide
sufficient support to managers to coach them towards high
performance.
• Solution A - Use engagement data to identify where
leaders are needing support and training.
• Solution B - Get leaders involved in manager development
through mentorship and informal management 101
sessions.
• Solution C - Ensure coaching and development are enshrined
in your leadership capabilities and hold leaders to account for
delivering them.
11
#3 - INCONSISTENT MANAGEMENT
14. Common Challenges & Recommended Actions:
A c t i o n P l a n n i n g P l a y b o o k
Problem 3: Direction & Consistency - different leaders are pursuing
individual goals rather than overarching goals.
Problem 1: Communication & Transparency - leadership team does not
share sufficient information about company direction and performance
with the team.
• Solution A - Host a leadership meeting to align
departmental objectives with company objectives.
• Solution B - Identify pressure points in the leadership team
and facilitate discussions between key individuals to
mediate.
• Solution C - Use engagement surveys to measure and identify
pockets of misalignment.
• Solution A - Create a simple one-pager as a leadership
team documenting company strategy and overarching
annual goals.
• Solution B - Hold regular (monthly) all hands meetings to
review company strategy and goals, highlighting successes
leaning into issues and sharing feedback / engagement
results.
• Solution C - Implement regular briefings from the C-Suite, for
example, newsletters, emails or webcasts.
Problem 2: Performance Issues - leaders may be new in their role or
have not received the right development to perform well at this level.
• Solution A - Define leadership principles/capabilities to hold
leadership accountable for performance.
• Solution B - Implement Executive 360 surveys to identify
individual and collective development areas.
• Solution C - Work with a leadership coach to run a targeted
leadership development program.
13
#4 - LEADERSHIP VACUUM
16. Common Challenges & Recommended Actions:
A c t i o n P l a n n i n g P l a y b o o k
Problem 2: Culture of Consensus - a culture of consensus squashes
individual ambition and innovation.
Problem 1: Lack of Accountability - a lack of individual accountability
prevents individuals from taking ownership of solving problems.
• Solution A - Ensure that one of your organizational values
reflects individual empowerment.
• Solution B - Implement task forces to work on cross-
organizational issues, led by volunteers from different
teams with a passion for the topic.
• Solution C - Clarify and simplify decision-making hierarchies,
removing non-essential stakeholders from the process.
• Solution A - Start with senior management, splitting key
opportunities and problems out amongst the leadership
team and committing to a timeline to solve them.
• Solution B - Implement clear role descriptions with
stretching objectives at all levels, encouraging individuals
to draft their own goals.
• Solution C - Encourage a culture of accountability by
implementing regular manager 1x1's to recognize people who
achieve their goals and performance manage people who do
not.
Problem 3: Individual Manager Capability - managers lack the
capability to set great goals and managing individuals to deliver
against them.
• Solution A - Implement core manager capabilities which
include setting clear direction and managing performance.
• Solution B - Management development focused around
setting clear goals and providing space to deliver on them.
• Solution C - Use performance management processes to hold
managers to account for the performance of all individuals in
their team, not just their personal performance.
15
#5 - LACK OF EMPOWERMENT
18. Common Challenges & Recommended Actions:
A c t i o n P l a n n i n g P l a y b o o k
Problem 1: Ineffective Reward Programs - many reward programs do
not sufficiently engage the workforce.
Problem 2: Lack of Recognition - high-quality work is not recognized
by management and leadership.
• Solution A - Implement a reward focused survey to
measure what issues are trending with employees and what
changes would drive the biggest impact
• Solution B - Conduct a conjoint analysis to understand what
your current employees value most and rebalance your
existing reward spend to reflect that.
• Solution C - Conduct a salary benchmarking exercise to ensure
your salaries are in step with the local market.
• Solution A - Implement a company-wide recognition
program to celebrate overachievement and exemplary
behavior.
• Solution B - Ensure managers take time to provide regular
praise to individual team members for great work.
• Solution C - Make time to celebrate company-wide
achievements and recognize individual contributions to them.
Problem 3: Poor Culture of Work-Life Balance - high stress in the
workplace or a culture of busyness impacts overall engagement.
• Solution A - Create and communicate company guidelines
around work-life balance and flexible working.
• Solution B - Ensure leaders and managers role-model
positive work-life balance behaviors.
• Solution C - Hold team-wide efficiency hacks to identify and
replace inefficient or unimportant processes and tasks.
17
#6 - MISALIGNMENT OF TOTAL REWARDS
20. Common Challenges & Recommended Actions:
A c t i o n P l a n n i n g P l a y b o o k
Problem 1: Poorly-Articulated / Outdated Mission & Values - many
organizations have a fuzzy articulation of their mission and values, or
have not kept them alive with recent developments.
Problem 2: Lack of Values Role Modelling - sometimes organizations
tolerate behaviors that are not in line with their values from leaders or
other employees.
• Solution A - Conduct mission and core values survey to
understand what aspects of values resonate with employees.
• Solution B - Create a mission, vision and values document at
the leadership level and share with the team.
• Solution C - Implement an employee recognition program
centered around the values.
• Solution A - Ensure your values are embedded in your
performance management approach.
• Solution B - Implement a digital suggestion box for employees
to report behaviors misaligned with your values.
• Solution C - Use your regular company meetings to recognize
values-driven behavior.
Problem 3: Values Not Integrated into People Processes - values are
often not truly integrated with key people processes, especially
recruitment, reward, development and performance management.
• Solution A - Ensure an assessment against your values is a
key component of your recruiting process.
• Solution B - When communicating corporate decisions,
ensure you include how they align with your values.
• Solution C - Ensure performance, talent and promotion decisions
are informed by an assessment against your values.
19
#7 - UNCLEAR MISSION & VALUES
22. Common Challenges & Recommended Actions:
A c t i o n P l a n n i n g P l a y b o o k
Problem 2: Poor Innovation Inside Teams - individual teams are
stuck in delivery mode and do not prioritize driving innovation.
Problem 3: Unstructured Corporate Innovation - organizations do not
implement a structured process to generate innovation from across
their teams.
• Solution A - Ensure teams have regular breakouts (often in
the form of away days) to step back and innovate.
• Solution B - Encourage employees to devote a proportion
of their week to new initiatives rather than delivery.
• Solution C - Use local reward and recognition programs to
incentivize innovation inside teams.
• Solution A - Host a workplace hackathon to generate great
creative ideas.
• Solution B - Choose a member of the executive team to
champion innovation and hold regular open innovation
sessions.
• Solution C - Conduct regular market and competitor analysis to
ensure you are staying up to speed with the competition.
Problem 1: Blockers to Employee Feedback - many organizations do
not implement effective solutions following employee feedback.
• Solution A - Implement pulse surveys to drill down on areas
of concern from initial employee feedback.
• Solution B - Implement open focus groups to discuss
details from your employee feedback and create cross-
functional working groups (sponsored by an executive).
• Solution C - Communicate changes made as a result of
employee feedback and celebrate success.
21
#8 - RESISTANCE TO CHANGE
24. Workify is an all-in-one employee feedback platform with
native, advanced analytics and business intelligence
capabilities that help world-class companies drive better
business results.
About Workify
A c t i o n P l a n n i n g P l a y b o o k