 Category :: Management Articles |
Author :: Brent Filson  |
| |
| Article Title :: Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk: Part 2 |
| |
| In Part One, I described the Leadership Talk and how it is a much more effective leadership tool than presentations or speeches.I also described two fundamental premises that the Leadership Talk is based on.In Part Two, I will show you the purpose of the Leadership Talk. You won't be able to give a Leadership Talk effectively on a consistent basis if you misunderstand its purpose.The Leadership Talk doesn't drive purpose. Purpose drives the Leadership Talk. There is one and only one purpose of the Leadership Talk: that's to motivate people to be your cause leaders in meeting the challenges you face.This is important in understanding the difference between Le (read full article) |
| |
 |  |
| |
| Category :: Management Articles |
Author :: Brent Filson |
| |
| Article Title :: Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk Part 3 |
| |
| To develop and deliver a great Leadership Talk, you must understand that every Talk has three important parts. (1) Audience Needs. (2) Strong Belief. (3) Action.(1) Audience needs: The first step in putting together a Leadership Talk is to understand the needs of your audience. As I explained in Part Two, they cannot be ordered to be your cause leaders. Their commitment is one of free choice. They will not make that choice unless they believe that their being your cause leaders will in some way help solve the problems of their (not your) needs.All needs are problems. All problems are crying out for solutions. When you are helping them with those solutions, you are a lon (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Byron Lund |
| |
| Article Title :: 2 Steps For Increasing Company Profits or Performing Business Turnarounds |
| |
| 1. Eliminate wasteEliminate reports, habits, products, duplicate input, and processes that waste time and money. These drain labor, money and energy from the business.Two-thirds of products or services sold incur more costs to produce than they are sold for. These are a drain on profits. These losers can be reduced by either increasing prices, reducing direct costs incurred in producing the product or service, reducing overhead costs allocated to the products or services, or discontinuance of selling of the product or service.Some of these profit robbing costs may be found through asking employees for feedback on duplication of efforts, unused reports, and other waste (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Allan Mackintosh |
| |
| Article Title :: Avoiding "The Sheep Dip" |
| |
| It is a sad fact that many employees are still being subjected to the age old training ritual of “sheep dipping”. This is a process by which employees are “refreshed”, “cleansed” and “re-invigorated” by ensuring they attend set training courses or, perhaps, are placed on the ubiquitous “refresher” course. This refresher course is, of course, necessary, because most employees forget what they have learned on similar courses that they had been previously on. Do they?Companies just love “the sheep dip”. Easy to create, easy to administer and can cut costs. Simply, get your Training Department to devise a list of courses that link to the company’s priority c (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Allan Mackintosh |
| |
| Article Title :: Uncovering the Secrets to Effective Performance Management |
| |
| In many ways there are no secrets to implementing effective performance management. Performance Management is a process and a process which if implemented effectively should ensure that both employees and managers remain both productive and motivated.The actual process itself should hold no secrets. There are simply a number of steps to be considered within the Performance Management process these being as follows:1. Agree roles and responsibilities and the objectives and targets that go with the role. Ensure that both the manager and the employee know what success looks like in relation to each objective. Sales targets are easy to quantify but project objectives may not be (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Allan Mackintosh |
| |
| Article Title :: The Power of the Contract in Performance Management |
| |
| An essential step in managing the performance of salespeople is that of establishing a sound and agreed contract between manager and the salesperson. A contract in this context is simply an agreement between the manager and the salesperson as to how best they are going to work together. It is a chance for each party to outline expectations, hopes and fears and is a superb opportunity for both the manager and salesperson to fully understand each other in terms of personality style, motivators and de-motivators. It is also an opportunity for the manager to ensure that the salesperson fully understands their role and their responsibilities as well as their sales and activity targets.S (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Karin Syren |
| |
| Article Title :: Designing Your Healthy Administration - A Management Overview |
| |
| Management or Leadership?Simply stated, management ensures that things get done, in accordance with accepted policies, based on the reality of a situation. It involves deciding the how, and the when and often the who. The who can be a cross-over factor in the initial stages. It is doing it right, creating process and systems and insuring efficiency. A manager manages both the process and records the efficiency of the individual’s performance within the process.Leadership revolves around concepts, ideas and effectiveness, enunciating what is the right avenue, establishing direction, insuring individual and team success, and necessarily implies a following. It is discer (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Brent Filson |
| |
| Article Title :: The 20/60/20 Rule Of Leadership. Don't Go Solving The Wrong Problems |
| |
| Several decades ago, a passenger jet approached a Florida airport with the pilot and co-pilot struggling to fix what they thought was a malfunctioning landing gear. The landing-gear light was on, signaling that the gear was deployed; but both men did not hear it actually deploy.As the men sought to understand whether they had a defective landing-gear light or a defective landing gear -- the co-pilot actually taking up a hatch and getting down into the wheel well -- the aircraft kept losing altitude. Too late, a warning alarm sounded and the plane crash, killing all aboard.Quite possibly that tragedy has subsequently saved many lives. For the pilot and co-pilot's actions ha (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Stuart Avery |
| |
| Article Title :: Change Behaviors, Change Performance |
| |
| Every organization is looking for the holy grail of performance enhancement, that one thing that, if it were changed even slightly, would push the productivity of a company way beyond the current level.Over the years there have been many solutions offered to the performance conundrum, from process improvement and process re-engineering to rightsizing and quality initiatives. All of which have had varying levels of success.One area that is perhaps overlooked when organizations undertake productivity and process improvement programs and that is the behaviors of their employees. Often the only time behavior becomes a focus in an organization is when there is a problem employee (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Mary Kutheis |
| |
| Article Title :: 8 Steps to Increased Productivity |
| |
| “Fully 90% of managers squander their time in all sorts of ineffective activities. That means that only 10% of managers spend their time in a committed, purposeful manner.” This, according to Dr. Heike Bruch and Dr. Sumantra Ghoshal, who wrote “Beware the Busy Manager” for the Harvard Business Review. Pretty sure you are in that 10%? Great. If not, read on for some productivity-enhancing ideas you can put into practice today.1. Have a plan. We all know about long-range and short-range planning. But having a “mini-plan” can significantly decrease the amount of time you spend in meetings or on the phone. Go into meetings with a written agenda – taking care of the import (read full article) |
| |
| |
| |
| |
| Prev 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 [201] 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246 247 248 249 250 251 252 253 254 255 256 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305 306 307 308 309 310 311 312 313 314 315 316 317 318 319 320 321 322 323 324 325 326 327 328 329 330 331 332 333 334 Next |
Article Categories
