These Principles are distilled down based on the best practices of the most effective executives, consultants, and leaders in the world. They are just as applicable to marketing, sales, operations, as they do to human problems.
You will find the definitions here will guide your thinking No matter how complex, immediate, or aggravating the challenge, this proven set of Principles can be applied to solve it.
They are tested in the real world not just by me but by the hundreds of professionals who have created massive breakthroughs in their organizations through it.
Don’t let their simplicity fool you. If they seem like common sense, ask yourself: have I applied this?
Robert scored average on the Pioneer scale, indicating a balance between conservative and progressive approaches to change. He scored below average on the Networker scale, finding it difficult to communicate with new people. Robert scored above average on the Achiever scale, enjoying challenge and exceeding expectations through hard work. He scored very high on the Strategist scale, focusing strongly on long-term strategies and future goals. Robert scored above average on the Anchor scale, preferring structure, stability, and attention to detail in his work. He scored very high on the Analyst scale, relying heavily on facts and analysis when making decisions. Robert scored very low on the Team Player scale, prioritizing individual results over team harmony. He also scored very low
This document discusses creating a sense of urgency in organizations. It provides 4 tactics to increase true urgency:
1. Bring outside perspectives in by listening to customers and sharing relevant external data and information. This addresses complacency that comes from only looking internally.
2. Demonstrate urgency in daily actions by responding quickly to issues and setting aggressive timelines. An example is a manager who promises fast turnaround and asks direct reports what they will accomplish each week.
3. View crises as opportunities by thinking how problems can drive better performance rather than just reacting. But avoid creating artificial crises.
4. Address "urgency killers" - people who avoid crises and block urgent actions. Lead with
This document introduces a case study about performance management challenges faced by John, a manager, and Janet, his employee, at YourFavoriteCompany. It describes how Janet felt overwhelmed by the responsibilities she took on without clear goals set at the beginning. When John met with Janet to discuss her performance, she was surprised by his feedback and unsure of how to improve. The document examines common performance management issues companies face and how a lack of clear processes, like goal setting and regular feedback, can negatively impact employee performance and development.
This document provides an overview of creative problem solving techniques. It discusses defining the problem, gathering information, stimulating creativity through techniques like brainstorming, developing potential solutions, and criteria to analyze solutions. Case studies show the techniques in action. The document emphasizes that problem solving is a process that involves preparation, analysis of potentials and barriers, and follow up after a solution is implemented.
This document provides an overview of common sales objections and strategies for overcoming them. It discusses 5 main categories of objections: value/ROI, urgency, credibility, lack of pain, and lack of authority. For each objection, it identifies the underlying belief and gives examples of how it may be expressed. The document also explains how to distinguish objections from outright refusals and discusses when objections typically arise in the sales process, such as during cold calls, initial meetings, presentations, and negotiations. Overall, the document aims to help salespeople better understand objections and prepare effective responses.
Few families are able to pass along their wealth successfully to the next generation. The barriers to keeping money in the family are much more formidable than the barriers to making money in the first place. Why should this be What pitfalls are most common How can families and their advisers increase the odds of a successful intergenerational transfer of wealth How can they preserve the family’s human and intellectual capital
Judy Martel, provides insightful answers to these questions and dozens more in this richly detailed book. The Dilemmas of Family Wealth takes a fresh look at the communications barriers, misunderstandings, and generational conflicts that can pull families apart and scatter their wealth in far less time than it took to build it. Martel identifies the dilemmas that families are likely to face and offers wise counsel for overcoming the challenges they pose. Her book includes advice and perspectives from top experts in the field and frank first-person experiences related by family members with whom they have worked.
#Problems of problem solving - By SN Panigrahi,
Essenpee Business Solutions,
Definition of Business Problem,
Organizational Problems - Root Causes,
Problems of Problem Solving,
Robert scored average on the Pioneer scale, indicating a balance between conservative and progressive approaches to change. He scored below average on the Networker scale, finding it difficult to communicate with new people. Robert scored above average on the Achiever scale, enjoying challenge and exceeding expectations through hard work. He scored very high on the Strategist scale, focusing strongly on long-term strategies and future goals. Robert scored above average on the Anchor scale, preferring structure, stability, and attention to detail in his work. He scored very high on the Analyst scale, relying heavily on facts and analysis when making decisions. Robert scored very low on the Team Player scale, prioritizing individual results over team harmony. He also scored very low
This document discusses creating a sense of urgency in organizations. It provides 4 tactics to increase true urgency:
1. Bring outside perspectives in by listening to customers and sharing relevant external data and information. This addresses complacency that comes from only looking internally.
2. Demonstrate urgency in daily actions by responding quickly to issues and setting aggressive timelines. An example is a manager who promises fast turnaround and asks direct reports what they will accomplish each week.
3. View crises as opportunities by thinking how problems can drive better performance rather than just reacting. But avoid creating artificial crises.
4. Address "urgency killers" - people who avoid crises and block urgent actions. Lead with
This document introduces a case study about performance management challenges faced by John, a manager, and Janet, his employee, at YourFavoriteCompany. It describes how Janet felt overwhelmed by the responsibilities she took on without clear goals set at the beginning. When John met with Janet to discuss her performance, she was surprised by his feedback and unsure of how to improve. The document examines common performance management issues companies face and how a lack of clear processes, like goal setting and regular feedback, can negatively impact employee performance and development.
This document provides an overview of creative problem solving techniques. It discusses defining the problem, gathering information, stimulating creativity through techniques like brainstorming, developing potential solutions, and criteria to analyze solutions. Case studies show the techniques in action. The document emphasizes that problem solving is a process that involves preparation, analysis of potentials and barriers, and follow up after a solution is implemented.
This document provides an overview of common sales objections and strategies for overcoming them. It discusses 5 main categories of objections: value/ROI, urgency, credibility, lack of pain, and lack of authority. For each objection, it identifies the underlying belief and gives examples of how it may be expressed. The document also explains how to distinguish objections from outright refusals and discusses when objections typically arise in the sales process, such as during cold calls, initial meetings, presentations, and negotiations. Overall, the document aims to help salespeople better understand objections and prepare effective responses.
Few families are able to pass along their wealth successfully to the next generation. The barriers to keeping money in the family are much more formidable than the barriers to making money in the first place. Why should this be What pitfalls are most common How can families and their advisers increase the odds of a successful intergenerational transfer of wealth How can they preserve the family’s human and intellectual capital
Judy Martel, provides insightful answers to these questions and dozens more in this richly detailed book. The Dilemmas of Family Wealth takes a fresh look at the communications barriers, misunderstandings, and generational conflicts that can pull families apart and scatter their wealth in far less time than it took to build it. Martel identifies the dilemmas that families are likely to face and offers wise counsel for overcoming the challenges they pose. Her book includes advice and perspectives from top experts in the field and frank first-person experiences related by family members with whom they have worked.
#Problems of problem solving - By SN Panigrahi,
Essenpee Business Solutions,
Definition of Business Problem,
Organizational Problems - Root Causes,
Problems of Problem Solving,
30 things: Part 7/7: PEOPLE : 30 things I learned from my startup experienceSuhas Dutta
This is part 7/7 of my series 30 things I learned from my startup experiences. In this final part, I will be talking about creating the first team, running the teams (sales and tech), overall tips and then there is a section on choosing your co-founder. There are slides on what happens when things do go wrong, or if there is a fall out and what are the ways out. And finally some tips on learning and networking as well.
9 things they don't teach you in business schoolCraig Morantz
The document provides 9 lessons for entrepreneurs that are not typically taught in business school. The lessons are: 1) It takes five contacts to properly apologize to a disappointed customer; 2) Having the strongest understanding of reality and taking decisive action leads to victory; 3) Core company values should guide decision making; 4) Email is not an effective communication tool; 5) Pay yourself well and don't be afraid to pay others more; 6) Focus on when tasks will be done, not just deciding what to do; 7) Good ideas rarely come from the office; 8) Don't follow competitors but be aware of them; 9) Some level of dishonesty is typically involved when negotiating and selling.
The document discusses how business success is increased when both hard skills (technical/measurable skills) and soft skills (relationship skills) are utilized together in a balanced way. Soft skills like communication, teamwork and problem solving are important for business success but can be difficult to measure. The objective is to explore how to determine the right balance of hard and soft skills for greatest business impact. Coaching is presented as an effective way to improve soft skills by changing thinking patterns and developing more effective solutions.
This document provides advice for new CIOs on how to effectively start in their new role. It discusses determining whether the existing IT department needs improvement or is well-run. For a well-run department, the CIO should look for opportunities not seized, festering personnel issues, and pent-up demand for IT services. The document also provides a proven three-part formula for giving constructive feedback on observed employee behavior: stating the behavior, how it made you feel, and why it caused that feeling. Finally, it notes feedback should be given privately for negative behaviors and in equal measure for positive and negative behaviors.
Nonprofits spend considerable time reaching out to supporters via Twitter, Facebook, and other social networks. But most groups aren’t properly measuring whether these efforts are worth the time and cost. And it can seem like a daunting task to put together an effective strategy for collecting and analyzing data about your social-media efforts. Beth Kanter shares tips for how to measure your social media efforts.
The document provides guidance to business leaders on working for the business rather than in the business. It describes three CEOs who are immersed in operations and outlines three solutions: 1) decide if you are a leader or manager and focus on vision over control, 2) make timely strategic decisions by involving your team, and 3) hold employees accountable to improve performance rather than being liked. Following these steps will allow leaders to focus on vision, engage employees, and enhance company value.
The document outlines a leadership model called the 3C Model which involves challenging, building confidence, and coaching others. It discusses how leaders can challenge by setting stretch goals, demanding improvement, and questioning the status quo. Leaders build confidence by focusing on strengths, empowering employees, and providing recognition. Coaching involves finding the right balance of support, making people think for themselves, modeling good performance, and providing feedback.
The document provides an introduction to the core rules and culture at OutSystems for new employees. It begins by explaining that while strict dress codes were initially implemented, the company now prioritizes freedom and limits unnecessary rules to increase creativity. The rest of the document outlines seven core rules that aim to foster motivated employees, encourage problem solving, and ensure high-quality work. The rules emphasize asking why, addressing small issues before they become crises, challenging the status quo, being helpful, prioritizing efficiently, clear communication, and striving for excellence. Brief explanations and examples are provided for each rule.
1. The document discusses systems thinking and applying it to business and innovation.
2. It emphasizes understanding how all parts of a system work together and influence each other, as well as identifying high-leverage opportunities to improve the system.
3. The key lessons are to take a holistic view of the system, understand how different elements impact each other through feedback loops, and use an active learning approach of testing ideas in small cycles to drive iterative improvement of the overall system.
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
The document provides guidance on maintaining family harmony during the succession planning process for a family business. It emphasizes the importance of open communication between all family members, including those involved in management and those who are owners. It recommends establishing regular family meetings with set agendas to discuss both business and family matters in a transparent way. This allows different views on issues like reinvesting profits or transition plans to be heard from all sides. The examples show how both a daughter running the business and her non-involved brother feel there is a lack of discussion and transparency currently. The advisor recommends the family begin holding formal meetings to improve understanding and prevent disputes over the business.
Making More Money (Workbook): Simple Strategies for Improving Cash Flow and P...jrd9234
This workbook provides exercises to help businesses identify opportunities to improve cash flow and profitability. The exercises are designed to help businesses discover specific ways to reduce waste, improve processes, build customer relationships, and innovate for the future. Completing the exercises encourages businesses to examine their operations with a critical eye, uncover assumptions, and find new approaches to increase financial success in a sustainable way.
Randy has been promoted to manager of an underwriting unit with 10 employees reporting to him. Like many new managers, he is excited by the promotion but underestimates the challenges of managing people. The document provides advice to help Randy develop self-awareness, choose an effective role model, draft a management credo, and understand that managing people will be a learning process with setbacks.
Why sales training fails and your options by peak performance training and de...Georgia Scanlon
Peak Performance provides sales training and development for CEOs, executives, and sales teams. The document outlines four major mistakes that often lead to failure in sales training: 1) relying on short-term training that does not allow for internalization of material, 2) failing to properly evaluate individual strengths and weaknesses before training, 3) using "blanket training" that does not address specific needs, and 4) relying only on motivational training without addressing attitudes. Peak Performance advocates for targeted, participatory training that diagnoses weaknesses and develops customized training to address specific problem areas in a sustainable way.
Putting Value Back in Evaluations - Mary Bushingtlcook1029
This document discusses the importance of providing meaningful feedback and continuous evaluation and improvement in organizations. It argues that without feedback, performance declines over time. It then provides suggestions for how to structure evaluations, including focusing on core goals and mission, involving all staff, selecting specific initiatives to work on incrementally, and regularly recognizing both successes and areas for improvement. The key is to make the process engaging, focused on growth, and less rigid than traditional bureaucratic reviews.
This document provides an overview of 10 modules on performance management. The modules cover topics such as defining performance management, setting SMART goals, conducting 360-degree feedback and competency assessments, Kolb's learning cycle, motivation, and using performance journals. The goal of performance management is to ensure business and individual goals are being met to help improve performance. Regular feedback and evaluation allows for continuous development and monitoring of employee performance.
This document discusses the importance of career development conversations between managers and employees. It argues that such conversations should be a priority for managers and can occur informally through everyday discussions. However, many managers believe myths that prevent them from having these important career talks. The key is for managers to ask open-ended questions of their employees to help them reflect on their skills, interests, and development needs, and to make career development a collaborative process.
How To Fail: 25 Secrets Learned through FailureTaylor Davidson
25 Secrets Learned through Failure, by Taylor Davidson at Unstructured Ventures.
Visit the post on unstructuredventures.com/uv (short link to post: http://tinyurl.com/howtofail ) to add to the discussion, share your lessons learned from failure, and view more.
Useful tips for saying "no" include setting intentions for what you want to achieve, prioritizing commitments, and making "no" the default answer unless a request meets specific criteria. When facing the silent treatment after an email goes unanswered, don't take it personally, don't pester with repeated follow-ups, and manage your emotions by not stressing if you don't hear back. To battle job boredom, think of new approaches, see change as possible, and renew your leadership agenda. Focusing on social problems involves creating a bigger pool of ideas, increasing partnerships, and focusing on solutions that help people. Stop ignoring growth opportunities by asking employees what could put the business at risk, as the biggest innovations
30 things: Part 7/7: PEOPLE : 30 things I learned from my startup experienceSuhas Dutta
This is part 7/7 of my series 30 things I learned from my startup experiences. In this final part, I will be talking about creating the first team, running the teams (sales and tech), overall tips and then there is a section on choosing your co-founder. There are slides on what happens when things do go wrong, or if there is a fall out and what are the ways out. And finally some tips on learning and networking as well.
9 things they don't teach you in business schoolCraig Morantz
The document provides 9 lessons for entrepreneurs that are not typically taught in business school. The lessons are: 1) It takes five contacts to properly apologize to a disappointed customer; 2) Having the strongest understanding of reality and taking decisive action leads to victory; 3) Core company values should guide decision making; 4) Email is not an effective communication tool; 5) Pay yourself well and don't be afraid to pay others more; 6) Focus on when tasks will be done, not just deciding what to do; 7) Good ideas rarely come from the office; 8) Don't follow competitors but be aware of them; 9) Some level of dishonesty is typically involved when negotiating and selling.
The document discusses how business success is increased when both hard skills (technical/measurable skills) and soft skills (relationship skills) are utilized together in a balanced way. Soft skills like communication, teamwork and problem solving are important for business success but can be difficult to measure. The objective is to explore how to determine the right balance of hard and soft skills for greatest business impact. Coaching is presented as an effective way to improve soft skills by changing thinking patterns and developing more effective solutions.
This document provides advice for new CIOs on how to effectively start in their new role. It discusses determining whether the existing IT department needs improvement or is well-run. For a well-run department, the CIO should look for opportunities not seized, festering personnel issues, and pent-up demand for IT services. The document also provides a proven three-part formula for giving constructive feedback on observed employee behavior: stating the behavior, how it made you feel, and why it caused that feeling. Finally, it notes feedback should be given privately for negative behaviors and in equal measure for positive and negative behaviors.
Nonprofits spend considerable time reaching out to supporters via Twitter, Facebook, and other social networks. But most groups aren’t properly measuring whether these efforts are worth the time and cost. And it can seem like a daunting task to put together an effective strategy for collecting and analyzing data about your social-media efforts. Beth Kanter shares tips for how to measure your social media efforts.
The document provides guidance to business leaders on working for the business rather than in the business. It describes three CEOs who are immersed in operations and outlines three solutions: 1) decide if you are a leader or manager and focus on vision over control, 2) make timely strategic decisions by involving your team, and 3) hold employees accountable to improve performance rather than being liked. Following these steps will allow leaders to focus on vision, engage employees, and enhance company value.
The document outlines a leadership model called the 3C Model which involves challenging, building confidence, and coaching others. It discusses how leaders can challenge by setting stretch goals, demanding improvement, and questioning the status quo. Leaders build confidence by focusing on strengths, empowering employees, and providing recognition. Coaching involves finding the right balance of support, making people think for themselves, modeling good performance, and providing feedback.
The document provides an introduction to the core rules and culture at OutSystems for new employees. It begins by explaining that while strict dress codes were initially implemented, the company now prioritizes freedom and limits unnecessary rules to increase creativity. The rest of the document outlines seven core rules that aim to foster motivated employees, encourage problem solving, and ensure high-quality work. The rules emphasize asking why, addressing small issues before they become crises, challenging the status quo, being helpful, prioritizing efficiently, clear communication, and striving for excellence. Brief explanations and examples are provided for each rule.
1. The document discusses systems thinking and applying it to business and innovation.
2. It emphasizes understanding how all parts of a system work together and influence each other, as well as identifying high-leverage opportunities to improve the system.
3. The key lessons are to take a holistic view of the system, understand how different elements impact each other through feedback loops, and use an active learning approach of testing ideas in small cycles to drive iterative improvement of the overall system.
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
The document provides guidance on maintaining family harmony during the succession planning process for a family business. It emphasizes the importance of open communication between all family members, including those involved in management and those who are owners. It recommends establishing regular family meetings with set agendas to discuss both business and family matters in a transparent way. This allows different views on issues like reinvesting profits or transition plans to be heard from all sides. The examples show how both a daughter running the business and her non-involved brother feel there is a lack of discussion and transparency currently. The advisor recommends the family begin holding formal meetings to improve understanding and prevent disputes over the business.
Making More Money (Workbook): Simple Strategies for Improving Cash Flow and P...jrd9234
This workbook provides exercises to help businesses identify opportunities to improve cash flow and profitability. The exercises are designed to help businesses discover specific ways to reduce waste, improve processes, build customer relationships, and innovate for the future. Completing the exercises encourages businesses to examine their operations with a critical eye, uncover assumptions, and find new approaches to increase financial success in a sustainable way.
Randy has been promoted to manager of an underwriting unit with 10 employees reporting to him. Like many new managers, he is excited by the promotion but underestimates the challenges of managing people. The document provides advice to help Randy develop self-awareness, choose an effective role model, draft a management credo, and understand that managing people will be a learning process with setbacks.
Why sales training fails and your options by peak performance training and de...Georgia Scanlon
Peak Performance provides sales training and development for CEOs, executives, and sales teams. The document outlines four major mistakes that often lead to failure in sales training: 1) relying on short-term training that does not allow for internalization of material, 2) failing to properly evaluate individual strengths and weaknesses before training, 3) using "blanket training" that does not address specific needs, and 4) relying only on motivational training without addressing attitudes. Peak Performance advocates for targeted, participatory training that diagnoses weaknesses and develops customized training to address specific problem areas in a sustainable way.
Putting Value Back in Evaluations - Mary Bushingtlcook1029
This document discusses the importance of providing meaningful feedback and continuous evaluation and improvement in organizations. It argues that without feedback, performance declines over time. It then provides suggestions for how to structure evaluations, including focusing on core goals and mission, involving all staff, selecting specific initiatives to work on incrementally, and regularly recognizing both successes and areas for improvement. The key is to make the process engaging, focused on growth, and less rigid than traditional bureaucratic reviews.
This document provides an overview of 10 modules on performance management. The modules cover topics such as defining performance management, setting SMART goals, conducting 360-degree feedback and competency assessments, Kolb's learning cycle, motivation, and using performance journals. The goal of performance management is to ensure business and individual goals are being met to help improve performance. Regular feedback and evaluation allows for continuous development and monitoring of employee performance.
This document discusses the importance of career development conversations between managers and employees. It argues that such conversations should be a priority for managers and can occur informally through everyday discussions. However, many managers believe myths that prevent them from having these important career talks. The key is for managers to ask open-ended questions of their employees to help them reflect on their skills, interests, and development needs, and to make career development a collaborative process.
How To Fail: 25 Secrets Learned through FailureTaylor Davidson
25 Secrets Learned through Failure, by Taylor Davidson at Unstructured Ventures.
Visit the post on unstructuredventures.com/uv (short link to post: http://tinyurl.com/howtofail ) to add to the discussion, share your lessons learned from failure, and view more.
Useful tips for saying "no" include setting intentions for what you want to achieve, prioritizing commitments, and making "no" the default answer unless a request meets specific criteria. When facing the silent treatment after an email goes unanswered, don't take it personally, don't pester with repeated follow-ups, and manage your emotions by not stressing if you don't hear back. To battle job boredom, think of new approaches, see change as possible, and renew your leadership agenda. Focusing on social problems involves creating a bigger pool of ideas, increasing partnerships, and focusing on solutions that help people. Stop ignoring growth opportunities by asking employees what could put the business at risk, as the biggest innovations
This document provides guidance for developing a startup business idea. It recommends identifying an unmet niche or problem, developing a logical solution, determining the target market who would benefit, choosing an appropriate business model, creating a business plan, researching competitors, making a demo, addressing financial considerations, and seeking help from resources. The key steps are to find an unsolved problem, develop a solution, and create a plan to profitably address that problem for a target customer base.
Managing Screen Printers, Part 1: AccountabilityPrintavo
Creating a culture of accountability
Your biggest customer calls:
“I can’t use any of these shirts. They’re all wrong. You’re going to replace them or I’m going to find another shop!"
You hang up the phone. Your blood pressure is through the roof. What happened? How did you not find out about it before the customer did?
This story hits home with far too many screen printing shops.
If this has happened to your shop, what happened next? Did you:
Get angry. Slam the phone down and throw an expletive-laden tantrum in front of your staff
Assign blame. Call an emergency meeting with all of your department heads and try to figure out who “didn’t do their job”
Try to fix the system that broke down. Look at yourself as the primary source of accountability and try to understand what led to letting this issue get to the customer
If you said the last one, you’re probably lying – or deluding yourself. The overwhelming majority of print shop owners and managers are prone to the first two reactions: anger and blame-seeking. It’s human instinct!
Try Printavo for free: http://www.printavo.com
Entrepreneurship involves overcoming obstacles through acknowledging difficulties, focusing on controllable factors, and taking action. Successful entrepreneurs understand that crises do not define them - their responses do. To overcome obstacles, one must acknowledge thoughts and emotions, shift focus to gratitude and solutions, ask for help in developing an action plan, and then take consistent massive action towards their goals. Obstacles are an inevitable part of the entrepreneurial journey and can make one stronger if used as learning experiences.
Ambit Energy Review: Why People Have Difficulty in Ambit Energymywmitoday
This Ambit Energy review identifies some common reasons representatives struggle, including being afraid, too timid about what others think, and spending too much time trying to reinvent the process rather than using it. It encourages focusing on helping others rather than money, taking action despite fears of rejection, believing in one's self and the opportunity, and consistently working a few hours a day and bringing guests to meetings. The review is meant to help representatives overcome challenges that are often due to negative beliefs.
1) The document discusses 7 things that law firms should do with their staff but often don't, including growing closer to clients, growing staff skill sets, and growing their fee base.
2) It emphasizes the importance of putting the right staff members in the right roles based on their personality types and how they cope with adversity.
3) The document provides advice on how law firms can coach their staff, including scoping work more holistically, understanding basic business concepts, becoming better presenters, showing career development opportunities, and replacing staff who refuse to improve.
Playing safely is not safe in today’s fast-paced competitive business environment. An individual, who seeks to stand out from the mob and practise novelty in highly uncertain business climate, works beyond the limits. Whitney Johnson has used the term “Disruption” – to understand why some individuals succeed in outstanding ways.
The title of the book i.e. “Disrupt yourself” inspires us to make the jump onto new learning curves, innovate, and stay at the top of the game. It shows the inconceivable value of recognizing what you are good at and finding unpredicted ways to use those strengths to the marketplace. The dramatic ‘jumps’ that Johnson encourages us to take truly form the basis of creativity and success.”
“The author has made an attempt to apply the lessons of disruptive innovation to personal growth. She shows us how to pursue roles suited to our own strengths, to follow our own unique and innovative way of thinking and doing – and to significantly increase our efficiency, creativity, and happiness.
This document provides a 14-step checklist and exercises to help budding entrepreneurs get started on developing their business venture. It guides them through developing their business idea, mission, target customer, and elevator pitch. The exercises are meant to help entrepreneurs understand their motivations, skills, potential partners, market needs, and first steps to get their business launched. The overall goal is to inspire and support young entrepreneurs in starting meaningful businesses.
Teacher’s feedback hi john you earned a grade of f on this paperock73
The teacher provided feedback on a paper written by John, grading it an F (45%). The feedback identified several areas for improvement, including a lack of detail describing the organization and issue, weak analysis of corporate culture without proper sources or examples, and loose connections between weaknesses and supporting material. The teacher asked for stronger analysis of organizational strengths and weaknesses as they apply broadly, and for more explanation and details supporting proposed modifications to organizational practices and solutions.
As a small business owner, you are faced with a multitude of decisions every day. Although this feels exciting at times, it can also become overwhelming, as developing and running your business on your own might eventually lead you to start doubting your own judgement.
This document provides guidance on developing effective questions to ask customers and prospects during sales meetings. It recommends starting with open-ended questions to understand goals, challenges, and problems. Questions should demonstrate research into the company and industry trends. The document also suggests determining the impact of problems, identifying desired outcomes, and assessing decision priorities, processes, and potential roadblocks. The goal is to understand how solutions can affect key business areas like productivity, costs, and the bottom line. Questions should be customized based on research and the specific situation.
Mr Ken Varga recently surveyed thousands of business owners to find out what was in their way of generating more revenue. Then he spent several days categorizing the information to make it useful to them and to business owners like you.
To succeed in business and become a figure ,you have to develop business mindset.
In this book learn how to change your mentality from an employees mind to enterprenuer mind to level up your business & personal styles.
An extract from our book "Your Genius Ideas Book: A dose of commercial creativity for busy L&D professionals" to help you contribute more, drive change and ensure your organisation thrives.
18 ways to kill a startup or your startup FU40 Group sharesEmmanuel Omikunle
for founders and entrepreneurs who really want to try to prevent business / startup failure. most parts were written by Paul of YC we are just sharing. Enjoy
The document provides advice for advancing one's career, including taking stock of your current position, deciding whether to move up to a higher level of management, modifying habits and attitudes to focus more on strategy and people management rather than details, negotiating effectively by making your value visible, self-promoting your accomplishments, developing leadership skills through taking on projects, setting goals and milestones, expanding your skills and network through public speaking and maintaining contacts.
Similar to Principles of Breakthrough: A Practical Guide for Leaders (20)
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
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Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
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2. dtank.co
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Dhawal Tank – dtank.co 2
3. Dear Organizational Leader,
To get the most out of these Principles, I recommended that you print
it out and keep it close to your desk.
Having it at hand means you will be able to quickly refer to it as you
face unique challenges in your business, non-profit, agency, or any
other type of organization you lead.
These Principles are distilled down based on the best practices of the
most effective executives, consultants, and leaders in the world.
They are just as applicable to marketing, sales, operations, as they do
to human problems. You will find the definitions here will guide your
thinking
No matter how complex, immediate, or aggravating the challenge, this
proven set of Principles can be applied to solve it. They are tested in
the real world not just by me but by the hundreds of professionals
who have created massive breakthroughs in their organizations
through it. Don’t let their simplicity fool you. If they seem like common
sense, ask yourself: have I applied this?
You will first go over the Principles in brief, and then you will see a
few examples on how you can apply them immediately.
To your breakthroughs,
Dhawal Tank
Dhawal Tank – dtank.co 3
4. The Principles
1.Start with a blank slate: Don't assume you know everything
about the situation. Approach it as an outsider.
2.Stop blaming: Believing that something is broken because
customers, employees, vendors, or market conditions are the
way they are is harmful. It also prevents you from seeing a
breakthrough solution. People act in their own self interest.
3.Articulate the Situation and the Outcome: It is not enough
to say that you have "a problem" with sales. What specifically?
And what specifically does a positive outcome look like?
4.Look for Inherent Simplicity: The roots of any challenge will
undoubtedly be tied in 1-2 causes. Fix these root causes and
you will breakthrough your business challenges.
5.Don't Focus on the Unimportant: Don't solve the
unimportant things. This is very tempting, but also useless.
6.Find the Unquestioned Assumption: At the heart of the root
cause of most business challenges is an assumption that has
gone unchallenged. What is yours?
7.Map Out the New Territory: Avoid that temptation of acting
right away. Instead, map out what the business looks like
once the new idea or assumption is involved. You will find
many ripple effects (positive and unexpected) that you can
plan for ahead of time.
8.Execute: Sell yourself the idea first, and then focus on selling
the idea to other stakeholders in terms that appeal to their
self-interest.
Dhawal Tank – dtank.co 4
5. Start With A Blank Slate
Idea
You got to be a leader by working hard and developing a level of
expertise about your field. This can be an asset, but it can also
prevent you from seeing your blind spots. It also prevents fresh
thinking to emerge. I have repeatedly seen an executive who
cannot see their blind spots and are stuck in stale thinking.
As a consultant, my primary work is often to introduce fresh
thinking to that executive and the organization. Sometimes it can
be from the same industry, or a different industry altogether.
Sometimes it’s a blind spot which the executive is adamantly
ignoring (but which everyone else can see from a mile away).
Application
Look at your work, your company, or your team from the
perspective of an outsider. If you cannot make yourself do that,
speak with a friend or colleague in another industry and get their
opinion.
Don’t use this as a medium of venting to others about how
challenging or bad things are. Be open to feedback and think
fresh. Being stuck in your head with the problem at hand can be
paralyzing.
A personal inventory to understand your blindspots can also be
helpful.
Dhawal Tank – dtank.co 5
6. Stop Blaming
Idea
Your employees, suppliers, customers, and other market
conditions are indifferent to your needs. While goodwill, trust, and
respect go a long way, understand that people act in their own
self-interest in the medium-term and long-term.
It is sometimes hard to decipher what their self-interest is, and at
times, it seems downright self-destructive (especially when it
comes to employees). Your job must be to understand what is in
the self-interest of each of the stakeholders you interact with.
Realize that your self-interest lies in catering to others’ self-
interests. This alone can cause a stuck situation to finally unlock.
Application
Make a list of all the stakeholders that are involved in the current
situation you are tackling. Customers, employees, vendors,
everyone.
Next, try to understand exactly what is most important to them. It
is not always money.
Third, develop a list of all the assets (hard and soft) that you can
offer them in return for what you want.
Finally, discuss with them about their interests. Offer what you
can, but also see how close to the mark you were.
Dhawal Tank – dtank.co 6
7. Articulate the Situation and Outcome
Idea
Do you have a clear idea of the exact problem you are trying to
solve/fix/manage? Clearly articulating the exact problem in directly
observable language (DOL) will do more to help you find a solution
than wildly throwing a bunch of ideas and hoping they stick.
E.g. It isn’t enough to say that you have a “problem with sales.”
What does this mean? Do you have a problem in keeping
salespeople, or is it the revenue generated per employee? Are
major customers leaving you or are you not able to find new
customers?
Therefore, you must clearly articulate the problem. And as best as
you can, articulate the outcome you would like if this problem was
solved properly.
Application
Write out (seriously), don’t just think abstractly exactly what you
see the problem/situation is in the most concrete terms possible.
E.g. Don’t just say “there is a problem with communication.” Write
out “there is no response to the emails asking for direct input.”
Next, think of answers exactly for the problem as you have
described in the most concrete terms possible. Fixing a
“communication problem” is hard. But fixing a problem to get
people to reply back to their emails is a directly observable.
Dhawal Tank – dtank.co 7
8. Look for Inherent Simplicity
Idea
You have to be convinced that there is simplicity at the root of any
situation you are facing. Complexity is a more appealing demon to
battle. The mind tends to complicate things more than it needs to
be. Resist that urge.
Pareto’s 80/20 rule applies. 80% of the things you see happen in
your organization, team, department, and in the marketplace can
be traced to 20% of causes. And in this world, the ratio is more like
95/5, or even 99/1. Find the minority of causes that moves the rest
of the tree and you will be significantly closer to solving the issue
at hand and creating a real breakthrough.
Application
As you write out the problem/situation and start thinking through
the solution/answer, you will see many branches start to form.
Your task is to trace these branches down to their very roots. In
almost every situation, the root causes can be traced down to just
1-2 causes.
A simple way to understand if you have arrived at a root cause is
to ask yourself: does this cause affect other things in my
team/organization/marketplace? Root causes should be playing a
disproportionate role and causing multiple waves in the situation
at hand.
The resulting clarity will be free you to see a breakthrough.
Dhawal Tank – dtank.co 8
9. Don’t Focus on the Unimportant
Idea
This is a corollary to the idea before. It will be tempting to go down
the wrong paths and work on a bunch of unimportant things. You
will be tempted to work on the effects themselves as opposed to
causes.
As a leader, your job is to work on the important problems or
opportunities at hand. The mind’s tendency is to focus on
immediate short term snap judgements. Resist the urge. By
systematic in your thinking and follow your analysis down to their
very roots.
Application
How do you know if you’re working on the unimportant things?
First, ask yourself: is this a cause or effect of the situation at hand?
Ask yourself: if I change/fix this, will this cause a substantial change
in the situation? In other words, will it fix the problem? If the
answer is no, or “just slightly” that’s when you know you are
working on the wrong problems.
Another question you can ask yourself is: “Does this thing I am
solving explain any other problems/situations?” A minor problem
will likely be isolated. A root cause will explain many other things
happening in the organization.
Dhawal Tank – dtank.co 9
10. Find the Unquestioned Assumption
Idea
This is another corollary to the idea of looking for inherent
simplicity.
At its heart, there is usually an assumption that has gone
unchallenged. A few decades back, it might have been “we cannot
sell over the Internet.” Today, it might be: “millennial employees
are too ___.” Or, the best of all, “this is just how we do things
around here.”
Ignoring this is dangerous. It is the reason why the big and mighty
companies often miss something big. It is the reason why 4/10
companies on the Fortune 500 review are gone from that list
within 10 years.
Application
Look at the unquestioned assumptions behind your employee
practices, your supplier and vendor relationships, or how you treat
your customers.
If an outsider comes and says “why do you do it this way?” and
your only answer is, “that’s just how we do it” or “company policy”,
maybe it’s time to question this assumption.
Breakthroughs happen when you challenge these unspoken
assumptions.
Dhawal Tank – dtank.co 10
11. Map Out the New Territory
Idea
The insights above will help you cut through the clarity and get
clear about the problem as well as the most effective solutions.
But before you decide the best of these options, think through the
downstream implications of that decision.
Since your solution tackles the root causes of your team,
organization, business or industry itself, you can definitely be
assured that whatever you implement will ripple throughout the
organization.
Application
For each solution you and/or your team have devised, study the
downstream impact on your finances, your cultural dynamic, your
relationships with your customers, vendors, and suppliers, and
finally in relation to the marketplace itself.
Your previous thinking about stakeholders’ self interest will help
you anticipate the impact. Your goal now is to mitigate unwanted
consequences and commit to the solution that maximizes the
benefits will minimizing the costs.
Dhawal Tank – dtank.co 11
12. Execute
Idea
You must sell yourself first. You and your leadership team must
commit to a solution and a course of action before you can
execute with the aid of your suppliers, vendors, employees, and
ultimately your customers to change your position in the
marketplace.
Execution always start with selling. Do not hesitate to walk people
through your thought process and paint a vision for them about
what the solution looks like.
Involve their self interest most of all. Help them see why it is in
their best interest to move along in executing on the desired
solution.
Application
Identify the people who need to be involved in this strategic
change. Identify the gaps that need to be filled. Identify a course of
action your existing stakeholders need to take, which ones need to
be let go and which ones need to be added in order to complete
the path to the destination.
Dhawal Tank – dtank.co 12
13. Implement the Principles in Your Organization
While the Principles above are simple, as you start applying them
you will realize that they can be uncommonly hard to implement.
Sometimes, you need an external voice to dig into your
organization, see the unseen parts of your business, and question
the assumptions that need to be challenged.
This is my work.
I provide strategic consulting work to organizational leaders across
the US, Canada, and Europe. This includes leading workshops and
speaking in any stage of thinking, deciding, inspiring/moving
people, and executing on a strategic change.
This is how the process typically works:
Step 1
Fill out the Contact Form – Describe the issue you are dealing
with and what your attempts at solving them so far have included.
You can be as brief or as detailed as you want. This call is 100%
confidential and can come with a NDA if required and requested.
Step 2
Go through Clarity Call - Lasting between 30-75 minutes, we will
go through the call and understand the outcomes you are aiming
Dhawal Tank – dtank.co 13
14. for, apply the principles above, and figure out areas of greater
exploration. My goal here is to start creating clarity for you.
Step 3
If appropriate, receive a plan of action - We will determine in
the call itself if we have the ability to work together. If we do,
expect to receive a simple proposal within 24 hours on how you
can create the outcome you want.
Dhawal Tank – dtank.co 14
15. Frequently Asked Questions
What are your fees?
Unlike many other consultants, I do not charge by the hour so you
do not have to make an investment decision every time I am
engaged. My fees are value-based and are dependent on the
objectives you are trying to reach. This means that if I can solve the
problem in 1 day, I will not draw out our work in order to bill you
more hours. I believe it is in our best interest to work to solve the
problem as quickly and effectively as possible. This also means you
aren't making an investment decision every time I engage with you
and your organization. I will provide your custom-tailored fee
structure in the proposal after a complimentary clarity call which
you can book below.
Why can’t I do this myself?
You can also fix the pipes in your house yourself when the
basement is flooded, but it is often more effective to get someone
external to help you. An outsider like me gives an unbiased
objective view on your company. This is in line with Principle 1,
where you approach your challenges with a blank slate.
Why work specifically with you?
Other consulting firms have layers of people around them. I am a
solo-consultant with skin in the game with my clients and my
business. Unlike larger companies, my reputation is on the line
with my work. This means you can expect great responsiviness,
and results-orientation than others who bill by the hour cannot
provide. Plus my experience, thought leadership as a solo-
consultant, and education makes me equally qualified.
Dhawal Tank – dtank.co 15
16. Shouldn’t I hire an expert?
Sometimes you do. We can determine that in the Clarity call. I do
not take on clients whose needs I cannot meet anyways. It isn't
good business for me to do that. In other cases, an expert has a
narrow view of the world and uses their own heuristics to jump to
an answer. This can be useful, but a structured way of thinking and
applying the principles above can yield out of the box solutions
that experts with deep industry knowledge often miss altogether.
How can you be sure these Principles will work for me?
These Principles are not derived from fad-of-the-month business
bestseller books. These are tried and true principles gleamed out
from a century from real business executives across every industry
and country on the planet. I've worked alongside thought leaders
and executives, and the most effective problem solvers all share
these same principles of thinking. They absolutely do work.
My business is not in your geography, can we still work?
Yes. I travel and work remotely as appropriate for the work at
hand. Currently, I serve clients in North America and Europe.
Dhawal Tank – dtank.co 16
17. Testimonials
“I rank Dhawal as one of the best advisors I have ever had. He has an art for
finding and acquiring new pockets of customers in a way that produces
tangible results. Dhawal is not only intelligent and strategic he has an
extremely high degree of emotional intelligence. He undertakes challenges
with a calmness and prudence that differentiates him from other advisors I
have used. In addition to his strategic and tactical skills, he is quite gifted as
seeing where leadership approaches may be interfering with the desired
outcomes.”
Sharon King, CEO, Starfield
“Dhawal is a true professional who approaches his work with enthusiasm
and integrity. As a startup, we appreciated his flexibility and ability to do it
all – from fresh big-picture ideas and strategy, to brass-tacks project
management!”
Joe Mahavuthivanij, CEO, Mythic Markets
“If you need a smart, driven and easy to work with MBA who can help grow
your business, look no further. His work was so impressive that I had to
offer him options in my business to make sure he’s with me for the long
haul! His ideas work practically for startups, as well as small and medium
sized companies. I highly recommend working with him to grow your
business.”
Lelian Girard, CEO, TUIO Payments
“He is one of the most diligent, patient and honest men I have met. It is my
sincere pleasure to recommend him to anybody out there looking for
RESULTS. I firmly believe that past experience is a strong reflection of what
an individual has to offer, and my experience with Dhawal has convinced me
that he is an invaluable team player, a dynamic and creative individual. I
really look forward to working with you again. Keep up all your good work.”
Aditya Gullia, CEO, Grace & Stella
Dhawal Tank – dtank.co 17
18. About the Author
My name is Dhawal Tank (pronounced The-vuhl Tank). I believe
that businesses and organizations are the real engine of prosperity, dignity,
and innovation in society.
I've worked inside of and consulted with dozens of organizations to see
where they succeed and what makes them come up short. My consulting
practice is based on sound principles gleamed through working alongside or
learning from the world's top leaders, executives, and thinkers.
As a result, I am one of the 100 Global Leaders of Tomorrow as per the St.
Gallen Symposium in Switzerland.
I have an MBA from York University (Top 10 in the World as per Forbes, see
here) and a Bachelors from the Ivey Business School (Top ranked undergrad
program in Canada, see here).
I write about Leadership, Technology, and Healthcare with a spattering of
personal development and environmental issues. My work was emailed
more than 20,000 times and read by close to 1 million people on
Quora.com. I’ve also been featured on Huffington Post, and Big Design Lab.
I’ve spoken all across North America in front of audiences ranging from 10
to 3,500 in Toronto, Atlanta, Boston, Los Angeles, Detroit, Calgary, and
Chicago.
I consult and work with a variety of non-profits as well. Along with my work
for BAPS Charities, I work with NY Times Best Selling author Dr. Michael
Greger’s organization NutritionFacts.org, and I advise startups in the IoT,
med-tech, food, education, and logistics space.
I currently live in California, and serve clients across the world. Get in touch
with me here for your needs.
Dhawal Tank – dtank.co 18
19. Clarity Weekly:
A Newsletter for Organizational Leaders
Your most important work is to
Think
Decide
Inspire
Execute.
Subscribe to get the best insights that cuts
through the clutter to help you do just that.
The newsletter offers evergreen insights from
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based on my study and strategy work
with businesses.
Sign up today for free at https://www.dtank.co