This document provides an overview of a leadership development program called "Reframing Leadership". The program is designed for senior executives and business leaders and teaches 21st century leadership skills. Participants will learn how to think differently, challenge assumptions, solve problems in new ways, deliver quick and effective change without disrupting the organization. The program is highly practical and interactive, with participants working to design small changes to address real issues in their organizations. It teaches skills like reframing strategies, overcoming resistance to change, and identifying strengths within the organization to minimize disruption and speed up change.
Organizational Change Management: Game Changer or Flavor of the day?Deepak Babbar
This abstract reflects some of the practical challenges organizations undergoing business and information technology (IT) transformations face in today’s rapidly changing environment. When organizations embark on these large-scale initiatives, increasingly they are adding organizational change management (OCM) to the mix. This is, perhaps, an acknowledgement that previous initiatives have not met the mark because the people side of change was underestimated or not factored in.
This document discusses key lessons from the book "In Search of Excellence" by Tom Peters and Robert Waterman. It summarizes eight important lessons from the book, including having a bias for action, staying close to customers, promoting autonomy and entrepreneurship, valuing employees, being hands-on, sticking to core competencies, maintaining a simple structure, and balancing loose and tight properties. It also discusses frameworks for success like the McKinsey 7-S model and how to manage ambiguity and paradox.
This document provides a confidential selection report for Adam Longo who is being considered for a General Manager position. It summarizes that Adam is a strong match for the role and has potential to excel quickly. Specifically, it notes that Adam is very bright, rational, organized, results-oriented, and builds cooperative teams. However, it also notes some areas for development, such as considering long-term outcomes, being more flexible, and taking a stronger stance occasionally. Overall, the document finds Adam is well-suited for the General Manager role.
Mentoring That Works Avoid 6 Common MistakesSafe Rise
This document discusses common challenges with mentoring programs and provides recommendations to address them. It covers 6 common challenges: 1) insufficiently motivated mentors, 2) protégés not clearly defining goals, 3) ineffective matching of mentors and protégés, 4) protégés feeling guarded, 5) limited ongoing support, and 6) little outcome tracking. The document recommends articulating benefits to recruit motivated mentors, helping protégés set clear and measurable goals, using data and automated tools to improve matching, and providing ongoing support and outcome tracking.
The document discusses five ways for managers to address lazy employees: constantly reminding workers of their duties; providing additional training; adding responsibilities; introducing incentives for meeting targets; and having private chats to discuss performance and minimize disagreements. Managing employees effectively is important for the organization's future success.
An Analysis of the Learning Processes of Successful EntrepreneursBrian Chupp
Numerous studies show that small business and entrepreneurism are vital to the health of our nation’s economy. In fact, over the last decade, these types of ventures account for 70% of economic growth, 75% of new jobs, and represent 99% of all employers. However, there remains a high rate of failure in these ventures, with over 60% of them failing within 6 years. Studies show that one reason for this failure is that entrepreneurs fail to learn new knowledge/skills as their organizations grow.
Unfortunately, only a limited number of studies have been conducted to investigate the learning process of entrepreneurs. The purpose of this descriptive ethnography was twofold: (1) explore the learning and development challenges experienced by entrepreneurs in the various phases of organizational growth, and (2) explore how entrepreneurs recognize the need to learn and develop plans to address the challenges. Once learning and development challenges, along with corresponding knowledge and skills, are identified, then learning solutions can be developed and offered to help entrepreneurs acquire them.
This descriptive ethnography was conducted with nine entrepreneurs from Northwest Ohio and Southeastern Michigan. Results included primary themes of learning challenges and the knowledge/skills needed to overcome them. Means of recognizing the need to learn new knowledge/skills and learning tools to acquire them were identified. Finally, participants gave nine pieces of advice for fellow entrepreneurs.
This study resulted in 14 findings regarding entrepreneurial learning. Recommendations were provided for entrepreneurs, learning solution providers, and lending institutions. Several additional recommendations for future research emerged from this study, which are noted.
This document provides an overview of a leadership development program called "Reframing Leadership". The program is designed for senior executives and business leaders and teaches 21st century leadership skills. Participants will learn how to think differently, challenge assumptions, solve problems in new ways, deliver quick and effective change without disrupting the organization. The program is highly practical and interactive, with participants working to design small changes to address real issues in their organizations. It teaches skills like reframing strategies, overcoming resistance to change, and identifying strengths within the organization to minimize disruption and speed up change.
Organizational Change Management: Game Changer or Flavor of the day?Deepak Babbar
This abstract reflects some of the practical challenges organizations undergoing business and information technology (IT) transformations face in today’s rapidly changing environment. When organizations embark on these large-scale initiatives, increasingly they are adding organizational change management (OCM) to the mix. This is, perhaps, an acknowledgement that previous initiatives have not met the mark because the people side of change was underestimated or not factored in.
This document discusses key lessons from the book "In Search of Excellence" by Tom Peters and Robert Waterman. It summarizes eight important lessons from the book, including having a bias for action, staying close to customers, promoting autonomy and entrepreneurship, valuing employees, being hands-on, sticking to core competencies, maintaining a simple structure, and balancing loose and tight properties. It also discusses frameworks for success like the McKinsey 7-S model and how to manage ambiguity and paradox.
This document provides a confidential selection report for Adam Longo who is being considered for a General Manager position. It summarizes that Adam is a strong match for the role and has potential to excel quickly. Specifically, it notes that Adam is very bright, rational, organized, results-oriented, and builds cooperative teams. However, it also notes some areas for development, such as considering long-term outcomes, being more flexible, and taking a stronger stance occasionally. Overall, the document finds Adam is well-suited for the General Manager role.
Mentoring That Works Avoid 6 Common MistakesSafe Rise
This document discusses common challenges with mentoring programs and provides recommendations to address them. It covers 6 common challenges: 1) insufficiently motivated mentors, 2) protégés not clearly defining goals, 3) ineffective matching of mentors and protégés, 4) protégés feeling guarded, 5) limited ongoing support, and 6) little outcome tracking. The document recommends articulating benefits to recruit motivated mentors, helping protégés set clear and measurable goals, using data and automated tools to improve matching, and providing ongoing support and outcome tracking.
The document discusses five ways for managers to address lazy employees: constantly reminding workers of their duties; providing additional training; adding responsibilities; introducing incentives for meeting targets; and having private chats to discuss performance and minimize disagreements. Managing employees effectively is important for the organization's future success.
An Analysis of the Learning Processes of Successful EntrepreneursBrian Chupp
Numerous studies show that small business and entrepreneurism are vital to the health of our nation’s economy. In fact, over the last decade, these types of ventures account for 70% of economic growth, 75% of new jobs, and represent 99% of all employers. However, there remains a high rate of failure in these ventures, with over 60% of them failing within 6 years. Studies show that one reason for this failure is that entrepreneurs fail to learn new knowledge/skills as their organizations grow.
Unfortunately, only a limited number of studies have been conducted to investigate the learning process of entrepreneurs. The purpose of this descriptive ethnography was twofold: (1) explore the learning and development challenges experienced by entrepreneurs in the various phases of organizational growth, and (2) explore how entrepreneurs recognize the need to learn and develop plans to address the challenges. Once learning and development challenges, along with corresponding knowledge and skills, are identified, then learning solutions can be developed and offered to help entrepreneurs acquire them.
This descriptive ethnography was conducted with nine entrepreneurs from Northwest Ohio and Southeastern Michigan. Results included primary themes of learning challenges and the knowledge/skills needed to overcome them. Means of recognizing the need to learn new knowledge/skills and learning tools to acquire them were identified. Finally, participants gave nine pieces of advice for fellow entrepreneurs.
This study resulted in 14 findings regarding entrepreneurial learning. Recommendations were provided for entrepreneurs, learning solution providers, and lending institutions. Several additional recommendations for future research emerged from this study, which are noted.
This document provides an overview of a course on developing business and economic acumen and bringing out the best in people. The course objectives are to help participants make informed decisions that strengthen competitive advantage, develop business acumen, apply best practices of great managers, bring out the best in people, and close the gap between potential and realized talent. The course focuses on analytical thinking, economic analysis, decision making, communication, adaptability, and leadership. It is designed to both teach these concepts and serve as a resource after the class.
The document provides an overview of Dr. Ichak Kalderon Adizes and his work developing theories on organizational lifecycles and management. Some key points:
- Dr. Adizes is the founder of the Adizes Institute, a top management consulting firm. He has authored 15 books on organizational lifecycles and management that have been translated into 24 languages.
- Adizes developed a model of 10 stages in an organization's lifecycle from courtship to death. He believes the optimal stage is "PRIME" where an organization achieves balance between control and flexibility.
- Remaining in the PRIME stage is challenging as organizations must constantly work to maintain this balance and avoid complacency.
Mind Group Leadership Development - 10 Common MistakesJulian Tatton
This document outlines 10 common mistakes organisations make with leadership development programs that limit their effectiveness. These mistakes include programs lacking a clear business purpose, not selecting the right participants, having weak expectations, focusing too much on theory, not addressing human flaws, prioritizing convenience over outcomes, not involving senior leaders, lacking consequences, valuing opinions over outcomes, and not providing ongoing support after programs. Addressing these mistakes can help organisations achieve real behavioral change in leaders through development programs.
Tm webinar june__improving engagement at eia_final_25jun15TalentMap
In 2014, EIA conducted its first employee engagement survey with TalentMap. The results clearly showed that stresses and change over the previous year had taken their toll on employee engagement, which was 11% below the benchmark average. Less than one year later, a subsequent “pulse” survey showed significant improvement in engagement, and double-digit increases in the key drivers of engagement which were actioned.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
High potential leaders, or HIPOs, are crucial for helping businesses adapt and thrive in the digital age. They must be able to identify new opportunities and mobilize organizations through change. This document discusses the skills HIPOs need, including managing time well, focusing on priorities, developing others, executing on big ideas, and understanding customers, competitors and the broader environment. It provides advice on how HIPOs can continually expand their skills and take on larger roles.
The document discusses implementing a Sales Managed Environment program to improve sales performance by providing sales managers with the necessary skills, tools, and processes to effectively coach, recruit, manage performance, and motivate sales teams. It notes that current sales managers often lack these skills and tools, leading to underperforming sales teams. Completing the Sales Managed Environment program would certify sales managers and equip them to build high-performing sales organizations through intensive coaching, testing, training, and use of proven systems and processes.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
The document discusses creating predictable business growth through three key areas: leadership, strategic planning, and sales optimization. It provides advice on building trust within executive teams, conducting strategic planning, and implementing sales best practices. The key takeaways are that success requires the right people in leadership, a clear strategic plan, and executing that plan through an integrated sales and marketing engine.
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
The document discusses seven traits of Nigerian intrapreneurs that were identified based on a study of 20 professionals in Lagos: enthusiastic, supportive, inspiring, audacious, futuristic, coordinating, and making the workplace better. It also discusses what these professionals want from their employers, which includes a favorable innovation climate, technical excellence incentives, motivation, emotional balance, participative decision-making, appreciation, and recognition for their work. Finally, it outlines some of the biggest corporate blocks to innovation, such as silo mentality and risk aversion, and argues that Nigerian companies need to foster internal entrepreneurial programs to compete in a faster, more innovative manner and benefit from intrapreneurship.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
What does a company do when there is a problem, but the solution is not very clear, a problem that could have many solutions, depending on the situation and attitudes of the people involved/affected? These problems are called “adaptive challenges”. One person with authority or expertise only cannot successfully address them. They require a carefully selected team and someone in the team to lead them. Too many companies have tried to address these adaptive challenges through directives from someone in authority (the person with the title) with no success because of the attitudes, habits, behavior, values, loyalties, hidden alliances and procedures within each front-line group. Asking questions like these help: How do these challenges affect the group? What outcome would be best for it? How much does the group care? What resources can the group control? I looked into this after seeing a lecture on this topic and prepared material on it. Have a look at this presentation. I hope it gives some ideas to handle these complicated challenges.
The document describes the AIM Leadership Model, which focuses on individual authenticity, interpersonal authenticity, and interdependent authenticity to develop self-knowledge, relationships, and alignment for sustainable high performance. It provides two case studies of individuals who worked with AIM Leadership and were able to improve their leadership skills, relationships, and career outcomes by applying the AIM model. The AIM model is presented as an effective alternative to traditional short-term, results-focused leadership models.
The document discusses entrepreneurial leadership and provides five principles for developing leadership skills as an entrepreneur. It notes that only 18% of entrepreneurs proactively develop their leadership skills, which limits their potential. The five principles of entrepreneurial leadership are: 1) understanding one's strengths and natural leadership advantages; 2) moving from repetition to innovation and growth by appealing to higher-level thinking; 3) focusing on entrepreneurial economics to engage employees and delegate for growth; 4) connecting with customers to create value; and 5) avoiding commoditization by focusing on experience over just products/services. Developing leadership is portrayed as an ongoing journey rather than a single outcome.
United Minds’ Forward to Work: Leadership in Uncertain TimesWeber Shandwick
United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work.
In our fourth session, “Leading in Uncertain Times,” former Chief Human Resources Officer of State Street Capital Alison Quirk and President of United Minds Kate Bullinger discussed:
- The leadership challenge before us
- Profile of a leader in these uncertain times
- What employees need from leadership now
- Preparing leaders for re-entry
- Seizing the long-term reinvention opportunity
Please visit our website for more information: http://unitedmindsglobal.com.
Growing your business can be hard work. But, it becomes even harder when you continually focus on “areas for improvement”… There is an alternative; it is called a “Bright Spots Approach”.
In this presentation you will learn:
- Why you should focus more on bright spots
- How other companies are successfully using bright spots to grow faster
- Why bright spots focus will also help you fix the weak spots in your company
- How you can get started quickly
This document is a leadership training manual from Blue Globe Inc. intended to prepare leaders in the workplace. It contains 18 lessons on various leadership topics. Each lesson is 1-2 pages and includes questions at the end for the trainee to answer. The manual provides detailed information and examples to support instructor-led leadership training. Trainees are expected to follow along with the lessons and answer the questions to apply their learning.
FCS Financial staff provided an update on the 2014 crop insurance changes at the FCS Financial Ag Seminars held in February 2014. View our website, www.myfcsfinancial.com, to find a crop insurance agent near you.
This document provides an overview of a course on developing business and economic acumen and bringing out the best in people. The course objectives are to help participants make informed decisions that strengthen competitive advantage, develop business acumen, apply best practices of great managers, bring out the best in people, and close the gap between potential and realized talent. The course focuses on analytical thinking, economic analysis, decision making, communication, adaptability, and leadership. It is designed to both teach these concepts and serve as a resource after the class.
The document provides an overview of Dr. Ichak Kalderon Adizes and his work developing theories on organizational lifecycles and management. Some key points:
- Dr. Adizes is the founder of the Adizes Institute, a top management consulting firm. He has authored 15 books on organizational lifecycles and management that have been translated into 24 languages.
- Adizes developed a model of 10 stages in an organization's lifecycle from courtship to death. He believes the optimal stage is "PRIME" where an organization achieves balance between control and flexibility.
- Remaining in the PRIME stage is challenging as organizations must constantly work to maintain this balance and avoid complacency.
Mind Group Leadership Development - 10 Common MistakesJulian Tatton
This document outlines 10 common mistakes organisations make with leadership development programs that limit their effectiveness. These mistakes include programs lacking a clear business purpose, not selecting the right participants, having weak expectations, focusing too much on theory, not addressing human flaws, prioritizing convenience over outcomes, not involving senior leaders, lacking consequences, valuing opinions over outcomes, and not providing ongoing support after programs. Addressing these mistakes can help organisations achieve real behavioral change in leaders through development programs.
Tm webinar june__improving engagement at eia_final_25jun15TalentMap
In 2014, EIA conducted its first employee engagement survey with TalentMap. The results clearly showed that stresses and change over the previous year had taken their toll on employee engagement, which was 11% below the benchmark average. Less than one year later, a subsequent “pulse” survey showed significant improvement in engagement, and double-digit increases in the key drivers of engagement which were actioned.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
High potential leaders, or HIPOs, are crucial for helping businesses adapt and thrive in the digital age. They must be able to identify new opportunities and mobilize organizations through change. This document discusses the skills HIPOs need, including managing time well, focusing on priorities, developing others, executing on big ideas, and understanding customers, competitors and the broader environment. It provides advice on how HIPOs can continually expand their skills and take on larger roles.
The document discusses implementing a Sales Managed Environment program to improve sales performance by providing sales managers with the necessary skills, tools, and processes to effectively coach, recruit, manage performance, and motivate sales teams. It notes that current sales managers often lack these skills and tools, leading to underperforming sales teams. Completing the Sales Managed Environment program would certify sales managers and equip them to build high-performing sales organizations through intensive coaching, testing, training, and use of proven systems and processes.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
The document discusses creating predictable business growth through three key areas: leadership, strategic planning, and sales optimization. It provides advice on building trust within executive teams, conducting strategic planning, and implementing sales best practices. The key takeaways are that success requires the right people in leadership, a clear strategic plan, and executing that plan through an integrated sales and marketing engine.
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
The document discusses seven traits of Nigerian intrapreneurs that were identified based on a study of 20 professionals in Lagos: enthusiastic, supportive, inspiring, audacious, futuristic, coordinating, and making the workplace better. It also discusses what these professionals want from their employers, which includes a favorable innovation climate, technical excellence incentives, motivation, emotional balance, participative decision-making, appreciation, and recognition for their work. Finally, it outlines some of the biggest corporate blocks to innovation, such as silo mentality and risk aversion, and argues that Nigerian companies need to foster internal entrepreneurial programs to compete in a faster, more innovative manner and benefit from intrapreneurship.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
What does a company do when there is a problem, but the solution is not very clear, a problem that could have many solutions, depending on the situation and attitudes of the people involved/affected? These problems are called “adaptive challenges”. One person with authority or expertise only cannot successfully address them. They require a carefully selected team and someone in the team to lead them. Too many companies have tried to address these adaptive challenges through directives from someone in authority (the person with the title) with no success because of the attitudes, habits, behavior, values, loyalties, hidden alliances and procedures within each front-line group. Asking questions like these help: How do these challenges affect the group? What outcome would be best for it? How much does the group care? What resources can the group control? I looked into this after seeing a lecture on this topic and prepared material on it. Have a look at this presentation. I hope it gives some ideas to handle these complicated challenges.
The document describes the AIM Leadership Model, which focuses on individual authenticity, interpersonal authenticity, and interdependent authenticity to develop self-knowledge, relationships, and alignment for sustainable high performance. It provides two case studies of individuals who worked with AIM Leadership and were able to improve their leadership skills, relationships, and career outcomes by applying the AIM model. The AIM model is presented as an effective alternative to traditional short-term, results-focused leadership models.
The document discusses entrepreneurial leadership and provides five principles for developing leadership skills as an entrepreneur. It notes that only 18% of entrepreneurs proactively develop their leadership skills, which limits their potential. The five principles of entrepreneurial leadership are: 1) understanding one's strengths and natural leadership advantages; 2) moving from repetition to innovation and growth by appealing to higher-level thinking; 3) focusing on entrepreneurial economics to engage employees and delegate for growth; 4) connecting with customers to create value; and 5) avoiding commoditization by focusing on experience over just products/services. Developing leadership is portrayed as an ongoing journey rather than a single outcome.
United Minds’ Forward to Work: Leadership in Uncertain TimesWeber Shandwick
United Minds’ Forward to Work: Perspectives to Guide Re-entry webinar series explores different considerations for people, culture, and change leaders managing the return to work.
In our fourth session, “Leading in Uncertain Times,” former Chief Human Resources Officer of State Street Capital Alison Quirk and President of United Minds Kate Bullinger discussed:
- The leadership challenge before us
- Profile of a leader in these uncertain times
- What employees need from leadership now
- Preparing leaders for re-entry
- Seizing the long-term reinvention opportunity
Please visit our website for more information: http://unitedmindsglobal.com.
Growing your business can be hard work. But, it becomes even harder when you continually focus on “areas for improvement”… There is an alternative; it is called a “Bright Spots Approach”.
In this presentation you will learn:
- Why you should focus more on bright spots
- How other companies are successfully using bright spots to grow faster
- Why bright spots focus will also help you fix the weak spots in your company
- How you can get started quickly
This document is a leadership training manual from Blue Globe Inc. intended to prepare leaders in the workplace. It contains 18 lessons on various leadership topics. Each lesson is 1-2 pages and includes questions at the end for the trainee to answer. The manual provides detailed information and examples to support instructor-led leadership training. Trainees are expected to follow along with the lessons and answer the questions to apply their learning.
FCS Financial staff provided an update on the 2014 crop insurance changes at the FCS Financial Ag Seminars held in February 2014. View our website, www.myfcsfinancial.com, to find a crop insurance agent near you.
Build Your Business Model with Core Values by Darren FryeFCS Financial
Core values are critical for farm operations as they provide the foundation for the vision, mission, and objectives of the farm. When determining core values for a farm, it is important to consider where the farm currently stands and where the owner wants it to go by developing a written business plan. The core values then guide decisions and help the farm stay on course to achieving its vision and mission.
The document describes a comprehensive online risk management tool called GrainBridge. It allows farmers to create production plans for crops and livestock, establish break-even and profit targets, track finances and market positions, and test scenarios to understand their risk exposure. Key features include creating profiles for crops and livestock, calculating targets, managing expenses and revenues, and stress testing the business with different price and yield assumptions. The tool aims to provide users valid data to manage risk and make intelligent decisions for their operation.
Building a Farm Business Team: Plans for Success, Pitfalls to AvoidFCS Financial
This document discusses the importance of developing job descriptions and an effective onboarding process for new employees on a farm. It emphasizes that taking the time to properly analyze jobs, write descriptions, and plan orientation programs can help reduce turnover and increase productivity. Specifically, implementing job descriptions guides hiring and training, while onboarding that makes employees feel welcome and informed in the first six months can determine whether they stay or go.
This document provides an overview and analysis of the current state of agriculture markets and the challenges facing farmers. It discusses declining farm profitability, tight farm finances, growing commodity stockpiles, and uncertainty around the broader economy and new presidential administration. The author outlines nine strategies for farmers to successfully navigate the shifting environment, including setting clear financial goals, determining key drivers of their operation, seizing marketing opportunities, reevaluating time management, freeing up capital, managing government payment cliffs, carefully evaluating opportunities, considering upside and downside, and focusing on cash flow generation.
Through the Crystal Ball-- Farm Business Structure After Tax ReformFCS Financial
This document discusses potential changes to business structures and income taxes for farms after proposed US tax reform. It describes how a C corporation structure currently provides some tax benefits over a sole proprietorship, such as lower tax rates on the first $50,000 of income and tax-free fringe benefits. A new proposed tax called the Destination-Based Cash Flow Tax would replace the current corporate income tax with a 20-25% tax on cash flow, eliminating some deductions but allowing full expensing of investments. Examples show how this could increase or decrease taxes paid compared to the current system.
The document discusses innovations in starter fertilizers and in-furrow fertilizer placement. Specifically, it describes how starter fertilizers were developed to provide young seedlings with important nutrients, and how modern liquid formulations allow for in-furrow placement of nutrients during planting. In-furrow fertilizer placement provides seeds with easy access to nutrients and other crop inputs like fungicides and insecticides to promote faster germination and protect seedlings. The Leaders of In-Furrow Technology program aims to educate farmers on the benefits of in-furrow application systems for increased and more consistent yields.
The document discusses several key issues facing agriculture including high and rising feed prices, upcoming farm bill decisions, budget cuts, and trade policy changes under the Obama administration. It then provides an overview of various megatrends and issues impacting agriculture such as weather volatility, globalization, and population growth. Finally, it notes the market and policy volatility ahead requires risk management and outlines activities on timelines.
Historical & Recent Climate Trends in MissouriFCS Financial
Dr. Pat Guinan presented "Historical & Recent Climate Trends in Missouri" during the 2011 Marketing Seminars held throughout Missouri. FCS Financial hosted all of the seminars.
The POMO Creative Story - things you didn't know Lisa Harrison
Every so often, we get the chance to share our story. We are proud of where POMO has come from and very excited about where we are headed. Please take the time to have a look at this presentation and tell us what you think.
Finally, a Social Media Plan that Works - presented to the Texas Apartment As...Lisa Trosien
Lisa Trosien presented on the importance of having a social media plan for apartment communities. She showed that today's renters heavily rely on online sources like apartment listing websites and community websites when searching for apartments. Reviews and recommendations also strongly influence renters' decisions. The document outlined strategies for apartment communities to engage renters through social media by having a responsive mobile website, posting engaging content, responding to comments to build trust, and encouraging existing residents to post positive reviews. The goal is to shape the online conversation about the community through thoughtful social media presence and influence.
5 steps boost your career with social mediaLisa Harrison
Social media has been called many things and has famously ended many careers. But when used strategically, social media is an unstoppable channel through which to create new and unexpected personal and career opportunities.
How? Find out at our June Lunch n’ Learn event with Lisa Harrison, an engagement and online media expert. Lisa lives and breathes social media, making her the ideal speaker to keep you updated on the ever-changing world of social media and how you can make it work for you.
Lisa Harrison is a leading blogger, speaker, trainer and consultant on all things social media. She heads up the digital arm of POMO, a creative agency in Queensland, and has written and developed an innovative course called Social Media Mastery.
Digital Marketing Trends for 2014.
Discover what you need to know from Lisa Harrison, Strategic Marketing Director and cofounder of POMO.
Lisa has sifted through the hype and the fads to deliver you expert advice gained from working directly with businesses to deliver effective results-driven, digital marketing strategies.
What you’ll learn:
Customer retention in a digital environment
More effective ways to drive website traffic than SEO
Latest updates on Web 3.0
What your business should consider to be an effective part of the conversation
Understanding digital ROI
Lisa will share what’s new in the realm of digital marketing, including the importance of engagement, content marketing, real-time marketing, web 3.0, reputation management, influencers as well as the ideas around return on investment.
Lisa is also the developer and trainer of Certificate IV Social Media Mastery, a new Nationally Recognised Qualification – Certificate IV Business (BSB40212).
Follow Lisa on Twitter or subscribe to her on Facebook. POMO – is a creative agency specializing in customer engagement based in Brisbane and the Sunshine Coast, Queensland Australia.
There are four basic solutions to handling monopolies 1. Bre.docxchristalgrieg
There are four basic solutions to handling monopolies: 1. Break it up (through anti-trust laws); 2. Regulate it; 3. Take it over; or 4. Leave it alone.
Of these four solutions, which one is superior? Why? If your answer is that "it depends," under what conditions would you favor each possibility?
Also, are there any redeeming qualities of monopolies? What are they?
Interested students can learn more about this topic in Chapter 15.
Post your original thought and then reply to 3 student post and remember make your responses meaningful
Remember there should be a total of 4 posts made by you the student.
STUDENT POST #1
I think that all of them are plausible in different situations. Break it up works best when the company is malicious in their monopoly. Forcing citizens to do something that harms them, or puts them in precarious situations and financially blackmailing them can be awful for people to escape. This can also work to stop 2 giants in an industry from combining like pepsi and coca cola. If the government steps in to relieve them then it is the best option.
Regulate it works best when the good is a need such as water. The Government can come in and make sure it is regulated and fair to both the organization and citizens. Everyone can come out ahead of this without having the organization be extremely greed. On the other hand, taking it over is used in the most desperate situations. If an organization is already being detrimental to the community and larger even the state or the country, then the government needs to take it over. If a company resists the regulation they also need to be taken over. Electricity, postal services, and water are common practices for these.
Finally, the government can just leave it alone. This is the policy that most economists agree is the best. It lets the free market handle itself and lets the demand and supply curve react accordingly. This is probably the most fair one, but I still think for basic human needs, regulation works well.
STUDENT POST #2
A Monopoly is quite a feat in today's business world considering how competitive the market can be. In the case of a company having a Monopoly, the US Government would definitely interfere as time went by as so not to let the business "get out of control." I feel as if the government should stop the monopoly or find a way to divide it or make it fair for others in the market. Another thought that came to mind when reading our prompt for this week was the fact that the government also had the option to take over the Monopoly. If the Government was to take over this company they could potentially use it for a good cause and maybe use the immense profits to go towards the national debt or some other important effort.
STUDENT POST #3
I am for the leave it alone option and letting the market sort itself out. Consumers still can control a monopoly by simply not buying the product as long as it is not a good needed for survival. That is the only case where ...
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The Top Things I've Learned from 25 Years of TEPAP by Danny Klinefelter
1. The Top Things I’ve
Learned from 25 Years
of TEPAP Participants
Danny Klinefelter
Honor Professor, Regents Fellow
and Extension Economist
Texas A&M AgriLife Extension
Texas A&M University
2. It is an economic reality that for your
business to succeed and continue
successfully beyond you,
management must learn, adapt and
continuously improve at the rate set
by the leading edge of the
competition and not by your comfort
zone.
3. The Top Things I’ve Learned in
25 Years of TEPAP
1. There are four patterns that consistently emerge when you look at the most successful
managers.
O They anticipate and adapt to the changing needs of their markets. Recognize the future
will always belong to those who see the possibilities before they become obvious to the
average producer.
O They are open to exploring new ideas and considering different points of view.
O They operate more as resource managers than as producers.
O They recognize the importance of networking and developing alliances across the value
chain.
4. The Top Things I’ve Learned in
25 Years of TEPAP
2. The importance of communication.
Peter Drucker said that 60 percent of all management problems are communication problems.
Between managers, between management and employees, between family members (inside and
outside the business), between current CEO - successor candidates - the rest of the team.
Communication problems stems from several common behaviors: secrecy, when someone can’t
admit being wrong, dictatorship, unresolved conflict and unfair fighting. Employees and family
members need to know clearly and on a regular basis:
O What are they expected to do and how?
O Why are they doing it?
O How are they doing?
O How can they improve?
O Where is the business headed, i.e., vision?
O How does it plan to get there?
O What is their role?
O What’s in it for them?
If a leader can’t get a message across clearly and motivate others to act on it then having a
message doesn’t matter.
5. The Top Things I’ve Learned in
25 Years of TEPAP
3. The best managers are strategic managers.
Strategic management is the ability to anticipate, adapt to, drive (create) and
capitalize on change. The only truly sustainable competitive advantage is the
ability to learn and adapt faster than your competition. Therefore, the most
successful businesses are learning organizations. This involves recognizing that
someone, somewhere (often outside agriculture) has a better way of doing
things and everyone in the business needs to be driven to find it, learn it, adapt
it, and continually improve on it. That is why the best are intentional
networkers, inside and outside agriculture. The objective isn’t just to meet
people and make contacts, but to learn. It’s why they see the advantages of
peer advisory groups, TEPAP, AAPEX and Top Producer/DTN/Farm Futures
conferences. The future will always belong to those who see the possibilities
before the average producer. This requires being open to exploring need ideas
and considering different points of view, even those that may be discomforting
or conflict with your basic beliefs and biases in terms of how you think things
should be. Each of us see things through filters. Their objective is to make sure
yours aren’t creating too many blind spots.
6. The Top Things I’ve Learned in
25 Years of TEPAP
4. The Importance of Recognizing and Acknowledging the Contributions of the
People who Work for You
They’re moved past the point of view that employees are just hired hands whose
job is just to do what they’re told. They recognize the strength of any
organization is its people. The best team is made up of people with different
skills who don’t always think alike but have learned to work together to make
the whole greater than the sum of its parts. As Jim Collins said in Good to Great,
the best businesses get the right people on the bus, in the right seats and the
wrong people off the bus.
5. The Importance of Seeing Change and Challenges as Opportunities, and
voiding the Victim Mentality
Everyone has problems. The best learn from them, make adjustments and
move on. They don’t get bogged down in the coffee shop syndrome of self pity,
complaining or blaming someone else for their problems. They have learned
that problems and change create opportunities for those who figure out how to
deal with them and are prepared to act. Mistakes are seen as learning
opportunities. The difficulty doesn’t lie so much in developing new ideas as it
does in escaping from the old ones.
7. The Top Things I’ve Learned in
25 Years of TEPAP
6. The main difference between the top 10 percent
and rest of the top 25 percent is their timing.
This is in terms of when to enter, expand, cut back, or
get out and redeploy; whether it’s an investment, a
marketing decision or a business activity. The best
organizations spend as much time analyzing what
they need to stop doing as they do evaluating new
opportunities. Unfortunately, the average producer
tends to change or act only when they feel the heat,
rather than because they see the light.
8. The Top Things I’ve Learned in
25 Years of TEPAP
7. The Importance of Operating in a Continuous Improvement Mode
Continuous improvement requires implementing management systems,
mapping (understanding) processes, developing standard operating
procedures (SOPs), having appropriate incentives, delegating responsibility
and authority, and demanding accountability. One of the biggest problems
most people have is implementation, follow through and follow up. I’ve
observed that people can go to conferences and schools like TEPAP and
come away with a lot of ideas, but never act on them. It’s one of the
reasons I’ve become such a strong proponent of peer advisory groups.
They offer encouragement, increase accountability, help overcome
implementation problems, identify alternatives, and not only provide good
ideas but help weed out the bad ones. Peer advisory groups also help in
terms of learning from mistakes and successes, both from your own
experience but also those of other members of the group. Most success
comes from continuously looking for ways to do 20 things 1 percent better
than seeking ways to do 1 thing 100 percent better.
9. The Top Things I’ve Learned in
25 Years of TEPAP
8. The Importance of Understanding Macro Issues, Domestic and Global, and Their Potential Impact
on the Business
This includes economic, political, social, cultural and weather issues. They’re also interested in
identifying and understanding leading indicators that can help them spot changes that are likely to
occur in time to react. They’ve also learned that most major changes occur not just because of one
thing but as the result of the convergence of several forces.
9. Most College Undergraduates are Not Taking or Being Taught Many of the Subjects That Are Going
to be Important after they Graduate
O Human resource management and development
O Operations management and process improvement
O Alternative business arrangements
O Entrepreneurship
O Macro-domestic and global (geo-politics)
O How the political process actually works and the ability to separate reality from rhetoric
O Practical cost/managerial accounting
O Negotiation skills
O Risk management strategies and decision tools
O Creative thinking and innovation
10. The Top Things I’ve Learned in
25 Years of TEPAP
10. Everyone exists in four states of knowledge:
O What they know they know
O What they know they don’t know
O What they don’t know they don’t know
O What they think they know that just isn’t so
“Human beings, who are almost unique in have the ability to learn from the experiences
of others, are also remarkable for their apparent disinclination to do so.” Douglas Adams
quote.
The best managers tend to be more aware of their strengths and weaknesses, and work
harder at identifying, filling in or compensating for the gaps. They try to eliminate biases
and blind spots. Many are members of peer advisory groups.
11. The Importance of “what if” scenarios and developing contingency plans.
They think about what could happen and what they would do if it did. Just like those
most successful coaches and generals. They don’t limit themselves to most likely, best
case and worst case scenarios. This process forms the basis for evaluating risk
management options so that their risk management strategy is more calculated. Being
prepared and having options is half the battle.
11. The Top Things I’ve Learned in
25 Years of TEPAP
12. The need to spend more time on monitoring, analysis and controls.
Their objective is to identify causes so they’re not treating symptoms, to
correct problems before they grow, to capitalize on windows of
opportunity and to adjust future plans in light of new information and
changes in the basis for their initial assumptions. Monitoring and controls
also serve to reduce variability in quantity, quality and timing. They also
seek out ways to use technology to gather information real time and to
integrate information from different sources. The objective is to identify
better metrics, cause and effect relationships, and more effective use of
information.
The best managers always used two analytical skills in identifying causes
and solving problems. The first is perspective - they look at
interrelationships and multiple frames of reference. Second, they always
look for the heart of the issue. They’ve learned to rely on their gut, but
they don’t jump to conclusions, because they’ve learned that every
complex problem has at least one solution which is simple, obvious and
wrong.
12. The Top Things I’ve Learned in
25 Years of TEPAP
13. The importance of prioritizing their time, effort, dollars and
priorities.
Everyone is familiar with the 80:20 rule, but few consciously and
systematically apply it. Most people never achieve their long term
objectives because they are usually doing second things first, e.g., what
they like to do, know how to do, can be completed quickly, or is most
urgent. The best have learned not just to prioritize, but to prioritize
priorities, to delegate, to outsource or to form alliances.
14. The Importance of Being a Successful Negotiator and
Understanding What Win:Win Actually Means
The ability to negotiate affects almost every facet of a business,
whether its dealing with suppliers, buyers, employees, or working with
family members. The success of negotiations affects prices paid and
received, the acquisition of resources, relationships and terms of
arrangements.
13. The Top Things I’ve Learned in
25 Years of TEPAP
15. Every successful operator I’ve met is growth oriented; but, they define what growth and
success are.
O Technology and economies of scale
O Competitive - driven to be the best
O Ability to bid for resources
O Ability to access capital and manage people
O The ability to differentiate and brand themselves and their businesses.
Growth isn’t just about size, it is just as much about growing knowledge and adopting best
management practices. Not all large operators are successful. Size alone doesn’t denote success.
But, from a number’s standpoint more have exited agriculture because of insufficient size to afford
or attract a successor, lack of management ability in areas of emerging importance, and
obsolescence.
16. The unwillingness or inability to work with others, including family, has and will be the
downfall of many producers.
In order to remain independent will increasingly require interdependence. Agriculture is moving
toward coordinated supply chains and qualified suppliers. Canada’s study of leading farmers found
that 66 percent of the top 10 percent were involved in a formal relationship with processors
and/or retailers, while only 13 percent of all farmers were doing so. The same is true in the U.S.
14. The Top Things I’ve Learned in
25 Years of TEPAP
17. The most satisfied and successful enjoy and take pride in developing the business’s future
leaders.
Succession is one of the key responsibilities of leadership. Yet it is one that the fewest leaders
seemed to have learned. Many businesses have flourished under one manager and floundered or
failed under the next because the new management was not properly prepared or the wrong person
was selected as the next CEO.
Family farms that have been successful over time have several common characteristics. First, they
don’t take the interests and the desires of the next generation for granted. Too many business
failures and personal tragedies have occurred because the next generation come into the business or
assumed management responsibility simply to avoid disappointing their parents, a path of least
resistance, or to avoid being disinherited.
Second, these businesses have established a clear basis for successor selection. This includes the
future needs of the business, the type and style of management needed, the necessary skills and
attributes, and a performance evaluation process which provides the ongoing feedback and
assessment needed.
Finally, they develop a plan for what the current CEO will do next and what the opportunities will
be for those not selected to assume the top management role. Without something meaningful to go
to, many incumbent managers either can’t or won’t leave their position. It’s also important that the
business doesn’t lose the talents and experience of unsuccessful successor candidates, that
relationship problems not develop, and that those who stay don’t lose their motivation.
15. The Top Things I’ve Learned in
25 Years of TEPAP
18. The best managers reject the status quo
They know that someone, somewhere has a better idea or way of
doing things. This may mean totally changing the direction of their
business, i.e., moving from producing standard commodities to
producing differentiated products, building total traceability
systems, adopting and building documentation/verification of
sustainability guidelines/practices, going from open market
production to contract production or for a differentiated niche
market. They have learned to face reality as it is, not as it was or
they wish it to be. They also know that any differentiated product
with a market premium will be commoditized if enough people
copy what they are doing and the market segment becomes
saturated.
16. Wittman Consulting Survey of TEPAP
Graduates 3 Years After Completing Program
Administrative and Personnel Management Proficiencies Pre- Post-TEPAP
Mission, vision and core values defines 8% 63%
History of business documented 9% 53%
Goals and objectives defined 9% 59%
Operating plans are prepared & put into budget 20% 70%
Strategic plans are developed for the business 0% 43%
Responsibilities are defined; job descriptions are written 3% 37%
Personnel policies written and communicated 8% 40%
Standard operating procedures documented 3% 18%
Compensation approach matches pay to market rates 15% 65%
Performance appraisals are done for key employees 3% 35%
Regular meetings held for investors, managers, and spouses 9% 61%
Technical tools used to access information 14% 76%
Critical agreements documented (buyouts, wills, etc.) 8% 54%
17. Financial Management Proficiencies Pre- Post-TEPAP
Financial records circulated to owners & employees 24% 60%
Balance sheets are prepared annually on fiscal year-end 92% 100%
Balance sheets include cost, market value and deferred tax 31% 73%
Income statements are done on a tax & accrual basis 39% 86%
Audits systems assure financial statement integrity 26% 84%
Enterprise profitability & cost centers tracked annually 26% 68%
Cashflow budgets prepared, variances analyzed regularly 21% 58%
Field and livestock production records maintained 47% 74%
Ratio Analysis performed at least annually 11% 44%
Policies for investment/withdrawal of capital in place 14% 25%
Policy exist for dividing earnings among owners & management 26% 50%
Capital investment analysis is used to optimize decisions 21% 59%
Partial budgeting analysis tools used for strategic shifts 26% 59%
18. Marketing and Risk Management Proficiencies Pre- Post-TEPAP
Products to market are projected in advance of production 53% 86%
Marketing ties to identified cost of production & cashflow 26% 68%
Diverse marketing tools used (futures, contracting, etc.) 53% 83%
Crop insurance utilizes balance of all-risk programs 76% 86%
Liability insurance comprehensively covers owners, management 71% 97%