1. Because we pay people.
When employees or contractors accept money to do a job, they are making a contract to do their best with their unique talents and experience. When a company pays people they company is making a commitment to the person to provide the best available tools, resources and development so people can do their best.
2. High performers have to fix problems that are caused by people who are not being held accountable. (more…)
1. Involve people in long and short-term planning efforts. Key: Set “The Deal.”
2. Ask for their input on projects — give ‘em space to learn and hold them as responsible.
3. Include Competent, motivated, Experienced people on top-level discussions, conferences and meetings.
4. Encourage people to talk at conferences, Rotary meets, Chambers of Commerce about the company’s wins & losses — teach them how to do this well.
5. Don’t just ask for opinions, implement what you can and give over the responsibility for them implementing stuff.
From Dr. Jim Sellner, PhD.,DipC. — working with Zoomers & Super Zoomers business leaders so they can experience more possibilities for experiencing more joy, health and a sense of abundance. Dr. Jim is author of Leadership for Einstein’s: Bringing Out the Genius in People While Becoming Great Yourself.
Dr Jim is author of “The Phallic Imperative: Why Men Are Hard to Get Along With!?”
My assumption is that everything is subject2change.
Here is a little piece how how work has changed from 2000 to 2010.
Bring out your Genius in this decade. My gosh I’ll be 76 in 2020!
Here is a stop-doing tool — should you choose to take the assignment.
From Dr. Jim Sellner, PhD.,DipC. — working with Zoomers & Super Zoomers leaers so they can experience more possibilities for experiencing more joy, health and a sense of abundance.
Dr. Jim is author of Leadership for Einstein’s: Bringing Out the Genius in People While Becoming Great Yourself.
He co-leads Brains’ Trusts Peer Groups for CEO’s and executives.
The situation:
In today’s workplace 6 disruptive dynamics are creating trials and tribulations for business leaders.
1. Disruptive Demographics — there are now a wide range of age differences in the typical workplace. Managers have to work with Employees from age 20 to 75. (more…)
The Cheapest Unreliable Alternative Decision (CUAD) is the one often made by financially strapped business leaders and managers.
Actions that fall into CUAD category are: fear-driven down-sizing; hiring or buying the cheapest vs. the best; price cutting, abdicating, micromanaging, RFP’ decisions, etc.
A lot of people think they’re choosing the Cheapest Reliable Alternative Plan, which means picking the cheapest one that’s good enough.
B2B’s, in the face of these understandable decisions, have a few choices:
You can decide to be cheapest – difficult to sustain because it erodes your margins so you have to sell more with less profit into a commodized market.
You can switch playing fields and operate on value-based criteria. This requires developing relationships with your B2B customers to become the one that can demonstrate and deliver expected ROI.
Challenging but not impossible. You have change your mindset to having, say, 3 long-term, profitable customers from 10 commodity-tight-margin customers who either (a) demand cheaper next time; or (b) will move to DUAB in an instant.
A value-based, sustainably profitable strategy requires that you have the courage and competencies change the rules of enagagement, vs. scrambling for the next sale so you can stay in business.
Reminder note to Self: Revenue is Vanity. Profit is Sanity. Cash Flow is Oxygen to a Business.
Here is Value-Based Reliable Decision tool box — for your sustainable grow and survival.
From Dr. Jim Sellner, PhD.,DipC. — working with Zoomers & Super Zoomers leaers so they can experience more possibilities for experiencing more joy, health and a sense of abundance.
Dr. Jim is author of Leadership for Einstein’s: Bringing Out the Genius in People While Becoming Great Yourself.
He co-leads Brains’ Trusts Peer Groups for CEO’s and executives.
1. Being vague about what you want for your business or team — Get clear, very clear!
2. Not making a serious commitment by consistently avoiding doing the right things — find a “keep-your-feet-to-the-fire” person.
3. Procrastinating and excuse-making — too busy, late, not now, “not-enough-itis” — do one “yucky” brief thing daily.
4. Unwilling to look stupid — which is really stupid — tap your genius by taking a risk.
5. Not measuring the right things — assign someone else to do it ’cause you won’t so don’t even try. Give her/him the power.
6. Wanting perfection — nice impossible thought! Go for good enuf & getting better.
7. Trying to go it alone — get over yourself. Business is a team sport.
8. Believing your self-limiting stories – Go ahead and believe, just don’t act on them.
9. Making slip-ups — give-ups. Coward! Get over it. Clean up the spilt milk & move on.
Here is a stop-doing tool — should you choose to take the assignment.
From Dr. Jim Sellner, PhD.,DipC. — working with Zoomers & Super Zoomers leaers so they can experience more possibilities for experiencing more joy, health and a sense of abundance.
Dr. Jim is author of Leadership for Einstein’s: Bringing Out the Genius in People While Becoming Great Yourself.
He co-leads Brains’ Trusts Peer Groups for CEO’s and executives.
“Maybe we should think of today as normal … as opposed to today as the tough times, and yesterday as normal.” Steve Balmer, Microsoft CEO, on this Great Disruption.
The pre-2007 economy is gone. That means that managers must adapt — or be vulnerable to becoming obsolete and expendable — to four new, here-to-stay realities.
Reality #1: Business Spending, consumer behaviours and employee attitudes have changed significantly. There is less rationality, no loyalty and much anxiety.
Reality #2: That X% Cut to Your Budget is Permanent. You’ll be trying to do more, with less.
Reality #3: Projects that Show Measurable Business Results Get Funded. Others Get Cut. Fail to produce and you will be doubly scrutinized.
Reality #4: A Highly Competitive Job Market Means All Managers Must Up Their Games. The easy movement from one job to another we experienced in 2007 is gone. Its raining resumes.
Adapting to the New Business Realities
This Great Disruption is anything but fun. The slow, on-again-off-again recovery will not be quick. Now that we know what we’re working with, we can take a deep breath, get perspective, develop some strategies, keep reviewing, and revising. Embrace the new norms.
To your success in the new post-2007 economy.
Here is a tool to deal with it — should you choose to take the assignment.
From Dr. Jim Sellner, PhD.,DipC. — working with Zoomers & Super Zoomers managers so they can experience more possibilities for experiencing more joy, health and a sense of abundance.
Dr. Jim is author of Leadership for Einstein’s: Bringing Out the Genius in People While Becoming Great Yourself.
He co-leads Brains’ Trusts Peer Groups for CEO’s and executives.
“…many of our member businesses will designate BE DiFFERENT or be dead as required reading… entrepreneurs will take comfort from this easy-to-read and informative book.”
— John Winter, President & CEO BC Chamber of Commerce.
“What the heck is a Virtual Book Tour?”
It is Roy Osing, author of BE DiFFERENT or be dead: Your Business Survival Guide introducing you to the Practices in his book.
It is F.REE. But more importantly you’ll learn some “apply-now” tips. (more…)
Read Time: 2 minutes.
Objective: Encourage you to train and practice with people to do their jobs well.
Return on Training: The job gets done well. Often extremely well. The cream of talent rises to the top. It’s a win/win.
A while back Captain Sully set his plane down on the Hudson River. He saved hundreds of lives. Sully walked the length of the plane twice after the crash. He was the last one rescued. He made sure no one was left behind.
His response to his “heroic” actions?
“I was just doing the job I was trained to do.”
Now we have Sgt. Kimberley Denise Munley taking on the shooter at Ft Hood,
“because that’s what I was trained to do.”
Sgt. Kimberly Denise Munley, spotted the gunman. He was chasing down a wounded soldier. (more…)
The First Deadly Mistake . . .
Working in the business
vs.
ON my business.
Read time 2 minutes.
ROE (Return on Emotion): The pain of failure and disappointment.
ROI: Substantial in both time and money.
December 29, 1972:
Eastern Air Lines Flight, 101 crashed into the Florida Everglades,
101 people died. (more…)
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