The Change Management

Are You Missing Your Best Quality Improvement Ideas

2009-03-04T00:00:00.001-08:00

Writen by Donald Bryant

Last month I talked about keeping your quality improvement changes in place using a manual that you develop of SOP's, standard operating procedures. By the way, if you missed that issue, you can find it on my website, and several earlier ones too.

This month I want to address starting a quality improvement project. That is, how do you decide what project to work on? What issue or process is causing the most waste, is doing the most harm, is most affecting the bottom line? Maybe you are a leader at your site and you have an idea of what is generally causing problems. For instance, you may think that patients with catheters are getting a lot of infections. Perhaps, checking patients in at your site is taking too long and creating a bottleneck. Maybe patients are complaining about having to wait too long at check in at a doctor's office. It could be that certain departments are running short of supplies too often. There are many other possibilities. The probability is that unless you are directly involved in the contentious process, you probably are not aware of what the exact problems are and are not aware of possible solutions.

This leads us to the conclusion that in order to discover the many problems facing every organization, especially in terms of wasted effort, time and money, there has to be in place a mechanism for the problems to surface to the leaders from the front lines of the organization. There has to be a way for the leaders to hear about the problems from those who are directly involved. For instance, does anyone in your organization know what ideas the cleaning staff has for making the organization better? When I say that there has to be a way for the ideas to surface, I don't mean that the only ones with a voice should be nursing staff and other professionals. Rather, as in the Baldrige Improvement Plans, the entire staff is involved in quality improvement.

I know of a few hospitals where the leadershippresident, CFO, COO, etc.go out several mornings every week to talk to staff at all levels and patients to see how things could be better and to get some positive feedback about what things are going well. Perhaps at your site you want to start something like this. As time goes by and as suggestions are implemented, staff will feel safer about making suggestions.

Leadership needs to make sure that staff feel safe about making suggestions, no matter what the method of suggesting changes is used. Perhaps you might want to use an anonymous survey for collecting initial suggestions. After some of the suggestions are acted upon, the staff will feel like the leaders really want good ideas and will feel safer making them known. Perhaps you might want to use a consultant in Lean Healthcare (many of these ideas I suggest come directly from Lean Healthcare) to teach the staff the principles and processes of Lean Healthcare and other tools as may seem fit. This approach will help a large organization start making many positive changes quickly, rather than using the idea of slowly spreading the means of change throughout an organization, as some prefer.

Whatever your initial process of getting the ideas percolating up in the organization, after some ideas for quality improvement recommended by the rank and file are successfully implemented and after the improvements and savings are made known in the organization, it is time to create ways to get more ideas. Perhaps you want to have regular meetings with a designated leader and representatives from several staffing areas that will bring up ideas. That means that the rest of the staff must feel comfortable about making suggestions to these team members. If your site has few employees, then perhaps it would be best to have regular staff meetings with all employees where the agenda always includes time for quality improvement ideas and for updates on ongoing projects. Whatever method you decide works best for your site, be sure that an atmosphere safety and security exists for all the staff. This may mean going so far as to guarantee that no staff will lose there position as improvements create more time to get things done.

So, once you have a steady flow of quality improvement ideas being generated by all in the organization, which ones should you act upon? Next month, I'll address that issue. This issue I decided to concentrate on the Define step of Six Sigma's DMAIC (define, measure, act, improve, control). Next, I will discuss the measure segment. Sometime in the future I'll cover team dynamics too.

Donald Bryant helps healthcare providers meet their challenges. If you liked this article and want more free tips, visit http://www.bryantsstatisticalconsulting.com for a free article to help you start making improvements at your site immediately.

How To Know What You Know 3

2009-03-03T00:00:00.001-08:00

Writen by Hans Bool

...In many situations we act without even knowing why we act the way we do...This is no longer desirable when your organization is changing too often...Knowledge Management is (amongst other aspects) about making the "private" knowledge "publicly" available...So that you can bridge the Knowledge Gap...But your organization was not used to this. Different teams applied different principles...And now what?

How to address this new set of principles so that knowledge management is adopted in the primary process?

When existing employees and management get new tasks and when the environment is changed, you cannot longer rely on old knowledge patterns. "How was it, that we did this before? And why doesn't this work no longer?"

Everybody "knows" how the previous organization of knowledge was arranged. In the former setting it was not about people, it was about names: rather than addressing product specialist X, service desk operator Y or Sales agent Z, it was about John (knows al about product A), Debby (knows how to handle difficult clients, pass it thru her), and Ben (that can only be done by him).

In the primary sales process, knowledge was not an issue. The organizing rule was let the "best" (wo)man solve it.

Knowledge management is inherently correlated with the way you organize. If you organize in a competitive way, you will isolate knowledge, you will favour unequal distribution, but most of all you will make the organization inflexible. Little incidents (this number one salesman is leaving...) will have a big impact.

New principles then? And how to apply them?

Your company is not only supported by a primary process of isolated elements. It is the infrastructural glue that takes care that all areas communicate. You can do this only by balancing the activities in the right way; individual bonuses are alright, only if they are accompanied buy team targets. To do that you need to find a shared goal. And sharing knowledge could be one of it.

Once you have addressed this human factor, than you might start to think about infrastructure and systems. Although very helpful, all knowledge management initiatives that start with filling databases on the intranet will fail

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management advice. Astor Online solves issues in hours what normally would take days. You can apply for a free demo account.

Project Risk Management

2009-03-02T00:00:00.001-08:00

Writen by Bharat Bista

All projects are essential and every project has its own risk elements. Commencing from initiation to post completion of the project, the degree of risk grows within, as does the haze of uncertainty, thus proper project risk management can make a difference.

Risk inevitably comes with any project. It resides in the project as a contrary and hinders as an adversary. Enclosed within, the compound constraint of time, budget, workforce and multiple quantifiable and non-quantifiable determinants; a project marches towards its success and the risk factors follow until project execution.

To be precise, "risk" in a project management is the threat or possibility that an action or occurrence will unfavorably affect a project's potentiality to achieve its objectives. Any counter event and adverse causes that can become an obstacle are risk factors.

However, inside the project management line of attack is the term "risk" this term is considered as a negative component resembling an occurrence that will adversely affect the goal of the project. Nevertheless, in the optimistic and neo project management approach, "risk" can be considered as a prospective occurrence or a productive event; if handled and executed properly it may lead to achieve enhanced objectives, improved and advanced.

Project risk management is the procedure of determining or evaluating risk and developing strategies to manage it, and is concerned with identifying risk and putting in place policies to eliminate or reduce these perils.

Project risk analysis is the detection and quantification of these probabilities and collisions of events that may harm the project. The risk analysis process identifies risk in advance, and the risk management process established methods of avoiding these risks thus reducing the impacts that may occur.

Risk Detection

Risk detection is an initial step in the risk management course. As these potential hazards occur causing problems in its kinetics there needs to be a plan for identification. To identify these concealed threats at their origin before their occurrences whether they are quantifiable or non-quantifiable is the foremost groundwork; this groundwork is the risk identification course of action.

Risk detection starts with tracing risk sources as a root cause, and its source branches including internal to external and primary to secondary.

Some of the most common risk detection methods in project risk management are as follows;

1. Objective Oriented Risk Detection

2. Scenario Oriented Risk Detection

3. Taxonomy Oriented Risk Detection

4. Regular Risk Inspection

Risk Evaluation in Project Risk Management

Once the risk detection process is concluded, then they must be evaluated for their latent severity for loss, and its likelihood for hazards. In project risk management, each risk should be exploited independently as they vary from simple to complex results.

Generally, plain risk can easily be quantified, while those risks of probabilities are unfeasible to enumerate; thus in the evaluation process it is significant to take a finer presumption to accurately accentuate the implementation of the risk management remedy. Moreover, the primary problem in risk evaluation is lack of statistical information and scientific evidences for determining the pace of risk events that may occur.

Conversely, gauging risk is often quite a complicated process, although numerous formulae are being followed; a popular yet simple formula is;

Project Risk = Accident X (Probability X Impact)

Project Risk = Accident Probability X Accident Impact

Here, risk is directly equivalent to "probability of accident" multiplied by the "impact of accident". In opposition, project risk management is less reliant only on the type of formula pursued, but more reliant on the risk occurrence and on how risk management is employed.

However, in general a systematic tactical plan that should be prearranged for risk management is as follows:

Risk: Description of the Actual Risk

Impact: Impact on the Project if the Risk Occurs

Possibility: Possibility of Loss if Risk Occurs

Action: Action Remedy to Reduce the Impact

Cost: Cost if the Risk Occurs

Once risk is identified and evaluated, there are four major practices that need to be followed to prevent a failed remedy, they are:

1. Risk Evasion: Avoidance of the Risk Altogether

2. Risk Diminution: Reducing the Degree of Risk through Precaution Measures

3. Risk Retention: Accepting the Degree of Risk with Loss

4. Risk Relocating: Transferring the Risk to Another Party

Hence, in the combat of project risk management etiquette, a precedence procedure should be tracked, whereby risks with the maximum loss and the maximum probability of evils should be handled first; vice versa to those with minimum risk.

Project risk management is the tactic of methodically applying lucrative action for diminishing the effect of hazard to the project. Risks are never fully avoidable due to exterior elements and limitation of financial and practical margins. However, with the acceptance of a certain degree of risk and the arrangements of its counter to tackle it, the risk at hand can be recompensed.

All risks can never be fully avoided or mitigated, therefore all projects have to accept some level of residual risks, but if the risk is handled with mythological and proficient approach referring to statistically and scientific information then risk rewards.

Project risk management is one single process to manipulate, exploit, and extinct risk.

Author: Bharat Bista - edited by - Bruce Cullen

Resources and References:
Project Management -IT Project Management Solutions-IT Project Management Tools

Want To Make Tremendous Gains At Your Healthcare Site Use Process Mapping

2009-03-01T00:00:00.001-08:00

Writen by Donald Bryant

I want to tell you some ways to eliminate waste at your medical site. Am I talking about physical waste, like soiled bandages or used needles? No, I mean any action that results in a poor or unintended outcome. I mean taking too long to accomplish some outcome, like taking too long to get an operating room ready for the next surgery. The National Institute of Health in "Crossing the Quality Chasm" stated that any waiting time for a patient is a waste. A patient waiting past the time of his/ her scheduled appointment is an example. A patient having to wait too long to be admitted to a hospital after being seen in the emergency room is an example of poor processesa waste. A patient who develops an infection after being treated or going through surgery is a good example of waste from unintended outcomes. These are just a few examples. I am sure that you are aware of many more.

Japanese manufacturers are leaders in eliminating waste. One trick they use is to send a new employee to the manufacturing floor and have him/her watch someone performing a task; the new employee is told to watch until he/she sees a better way to do the job. These manufacturers know that the time spent doing this will save more time and money in due time. Hospitals and healthcare sites are not manufacturing plants, though. Yet many of the same principals can be applied. The effort will more than pay for itself. In fact, savings of 3 to 100 times the investment is not unusual. The movement going on in the healthcare field adapted from the Japanese manufacturers is commonly called "lean healthcare." Perhaps you have heard of some of the terms associated with it, like Kaisen events or poka-yoke. You don't have to be a master of these tools and terms to make good use of them, though. Many are just applying logic with common sense.

The tools are best applied in efficient working teams or groups where some problems with processes or outcomes are already agreed upon. If the working group is larger than 3 or 4 people I suggest that one tool you use are string and 3 by 5 cards. You are going to use these to map out a process from beginning to end and see if the group can find waste and suggest ways to eliminate it. Use the cards to describe what physically happens during a process and use the string to connect the activities that flow from one to another. For example, you might want to track a patient in a doctor's office coming in for a physical. The first card would represent the patient's encounter with the first staff person who records the patient's presence. From there, strings would indicate communicating with other pertinent personnel of the patient's presence and the ensuing events as well a string and card that would indicate the patient waiting in the waiting room. In all of these mappings you should be thinking of what you would like to use as variables to measure. You certainly should be measuring time by all involved parties. You might also want to count the number of successes/failures in communications. Many unintended consequences occur at transition points and handoff points due to poor communication. You might count if a supply was missing and someone had to scurry to find another one. You will want to later find the mean and standard deviations of these measures. The goal is achieve a target mean with as small as possible standard deviation. For example, you should have 0 as a target for the number of times a supply was missing.

After reaching a mapping that all agree represents as best as possible the present flow of events, the group should brain storm ways to improve the flow. The goal is to find a significantly better path. If a consensus is reached, fine; implement it. If not, then perhaps you will want to try the various ways and then decide which is best, based upon agreed upon measures of outcomes.

Once an optimized process is developed by the staff, you should write it down. Make it a standard operating procedure and try to have all involved parties adopt it. You might want to allow a little bit of wiggle room for individual differences in performing a task; the goal of a common target with small standard deviation should the goal of all, though.

Another tool to use is open communication. Too often a staff person or nurse will see some event unfolding that will lead to poor outcomes. If the work environment is not conducive to positive communicationcommunication which does not result in negative outcomes for the reporting individualmistakes and waste will always occur that could easily have been prevented. To reach a high level of positive communication, the leaders at a site must work long and patiently to build trust. It is not easy to do, but the payoffs are tremendous. Everyone wins!

Most healthcare leaders think of quality improvement as applying to activities that directly involve the patient. However, the best healthcare providers use these tools and others to evaluate all the processes at a healthcare site. The admissions and billings departments are ripe targets, for instance. The result will be happier, more motivated employees who are working more efficiently. In fact, sites which were experiencing a shortage of staff often finding themselves well staffed because of quality improvement processes. I do suggest that you promise all employees involved in these processes that you guarantee there will be no layoffs. Doing so will produce better outcomes.

If you want more examples of system wide applications of quality improvement in healthcare facilities, I suggest that you go to the Baldrige Award site on the internet and read the success stories of winners. Their results will amaze you, I promise.

I hope that you seriously consider adopting these tools and research other methods. Many are described at various healthcare sites. Two of my favorites are Institute for Healthcare Improvement and the American Academy of Family Physicians.

Donald Bryant helps healthcare providers meet their challenges and writes "Making Good Healthcare Better" a free monthly ezine for healthcare providers who want to dramatically improve patient health, improve the bottom line, and make work more rewarding, guaranteed. Go now to http://www.bryantsstatisticalconsulting.com to get a free article with tips you can use to start making improvements immediately and to learn more about Lean Healthcare

What Gives You The Right An Introduction To Managing Change

2009-02-28T00:00:00.001-08:00

Writen by Andrew Gowans

Back, (maybe I should say "way back") in the '80's, as a senior manager in Hewlett Packard Ltd.,UK, I was regularly asked to give talks to groups from both the public and private sectors.

The most common themes were People Development, Performance Appraisal, Continuous Improvement and "Managing Change"

I suppose it would be fair to say that my 'presentations' and discussions were somewhat animated with a great deal of walking about and mingling with the audience. So much so that I could not get comfortable with overheads and tended to use two flipcharts on which I could prepare key messages on one and take notes on the other especially when important points were made or questions were not answered fully.

It would also be fair to say that after a while the talks became routine and I always welcomed a challenging group with whom we could have a lively discussion instead of a one-way presentation.

The Question That Almost Threw Me

On one occasion, I had just been introduced and had given a brief overview of the session to a group of around a couple of hundred members of the police force, when this sergeant in the front row piped up...

"What gives you the right to talk about managing change?"

Wow! Did that stop me in my tracks.

Slowly walking over to the flipchart, I'm thinking how do I answer this one?

There was only one thing for it! Flipchart pen in hand, I turned, looked at the sergeant and said:

"Well, let me see" as I started the list

Left home at sixteen

Father died when I was twenty one

Mother died a few years later

Engaged three times

Went through very difficult and painful divorce

Married twice

Moved from Scotland to England (Serious change situation!!!)

Almost bankrupted

Promoted within the department

Promoted to a different department function

"All I can say, sergeant, is that any one of the items on the list can be a significant change situation. Certainly some may be perceived as more serious than others but all change situations need the appropriate due care and attention, especially when they involve others"

While we continued with the discussion following the rest of the presentation part, it became clear that there was a general perception that change or the management of it wasn't a problem for companies such as Hewlett Packard compared to the public sector.

I had never worked in the public sector and, therefore, wasn't prepared to comment other than to summarise by making the following key points...

Yes, we were looked after. Yes, we did have an excellent working environment. Yes, we did have a superb range of benefits. However all of that would pale into insignificance if a change situation wasn't managed properly.

What do I mean by properly?

Before talking about it, make sure we understand it

What is it?, Why is it?, When is it?, Who is effected by it?

Difficult as it may be, do not leave staff to find out on their own

If effected by the change, think it through, what does this mean to me

Plan its implementation, who needs to be involved

What needs to be communicated, by whom and by when

Avoid any attempts to B.S. It will ALWAYS be recognized

Absolutely no question is trivial. Give it due care and attention

If you ask a question, listen to the answer before passing judgement

Don't listen to rumours and, certainly, don't start them!

As always, a lot easier said than done. But, there is one thing for sure, any change situation will always be less controversial, more readily acceptable, and definitely managed a whole lot easier as long as people DOWN and UP the organization Communicate, Communicate, Communicate

This introduction hopefully sets the scene for a series of follow up articles which will look at change and transition in greater detail.

================================================================

Andrew has over 20 years experience providing personal and business coaching specialising in strategic planning, continuous improvement,personal development and lifelong learning.

Providing a focused problem solving approach through our personal and business coaching (especially to small businesses). This approach is linked to providing work at home businesses, affiliates and online businesses with PROFITABLE INTEGRATED SOLUTIONS.

Our primary theme and overriding goal is to provide you with the right choices that fit your needs, solve your problems.

Our website http://www.youraffiliatecoach.com is content rich with useful information, articles and resources.

More importantly there are free to subscribe opportunities to help you by answering questions, offering guidance and our newsletter 'The Webcoach News'. Why not check them all out?

Your Propensity To Change How Far Would You Go

2009-02-27T00:00:00.001-08:00

Writen by Hans Bool

It is easy to dream about an exotic island. It takes a bit more to prepare a trip to this island and spend some time there. But the real challenge is to take your stuff and migrate to this little island.

It is said that people that migrate hold on to more conservative customs than in the country of origin. The explanation for this is that people who migrate carry their historic environment (customs, rituals and ideas of the country of origin) with them and conserve these carefully because they serve as beacons in the new country where the new emigrant could feel really lost. Perhaps that this myth is less an issue in this modern age where emigrants are in close contact with their home country (and customs) because of satellite television and internet.

The migration metaphor is however a more accurate way to describe the impact of a change than the more traditional travel or moving metaphor. Each of the three metaphors -- journey, removal and migration -- has a unique view on change.

In a journey the emphasis is on how the change (journey) is affecting a person. A voyage starts with a dream. Then the dream comes true and before you know you are due back.

Moving to another city is another way to describe a change and than the environment is most important. You still act the way you did as before but with different people and in a different setting. Also here, the (new) environment will influence people to change. Here too, the move starts with a dream, but in difference with the trip, if you do not like your new destiny you are to stay. At least you should try, before you call the whole thing off.

The migration is much stronger than both the journey and the removal; it is a change with the highest impact of the three. Basically the difference is that there is hardly a way back.

The three metaphors as presented here could help you in your plans, preparations and decision to change what ever situation. And the most important question to answer is: "how far would I go? What is my propensity to change?" just ask yourself. Is a journey enough? Am I prepared to move to a new city in order to be better connected to my new job, or would I even be ready to migrate?

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management tools. Have a look at some of our free management tools

Life Is Simple And In Business The Simpler The Better

2009-02-26T00:00:00.001-08:00

Writen by Mike Teng

If there is one guiding motto in life, it is simplicity. This principle should reign supreme in all areas of life, from language, ideas to business and strategies. Yet, the irony remains that most people are attracted to complexity, thinking that simple efforts run the risk of being ridiculed as being obvious, simplistic or unoriginal. Contrary to what some may think, simplicity is hard to achieve. In fact, Karl von Clausewitz, the famous military historian, once said, "Everything is very simple in war, but the simplest thing is difficult."

In business, the most successful ideas are usually stunningly simple. In fact, simplicity is at the heart of many success stories in business. Management consultants are often guilty of clouding things with technical jargon and complex concepts. There is a tendency among business people to indulge in complicated and high-sounding buzzwords that give the impression of being smart and polished. Jack Welch, the chairman of General Electric, hit the nail on the head when he said, "Insecure managers create complexity. Real leaders don't need clutter. People must have the self-confidence to be clear, precise, to be sure that every person in their organization understands what the business is trying to achieve. You can't believe how hard it is for people to be simple, how much they fear being simple. They worry that if they're simple, people will think they're simpleminded."

The tenet that "business is simple" is one of Welch's fundamental beliefs. After all, "this is not rocket science," insisted Welch. To further his point, Welch has said that if you gave the same information to a group of business people, they would likely come up with the same answer to any problem put before them. Simplicity and informality have been constants throughout Welch's years.

Very often, the answer to improving company performance boils down to introducing simple ideas and making sure they get done. Success in business usually comes down to the ability to find a simple idea that distinguishes one from the competition. And while the idea differentiates your business from your competitor's, strategy gives wing to the idea that can make your business soar. While it is true that new ideas drive businesses, is the process of finding a new idea as complex as some have made it out to be? The simplest way to invent a new product is to borrow and adapt an existing idea.

Take for example, Papa John's Pizza, which was voted as the "Best Pizza Chain in America" for two years running and whose simple approach to business generated almost US$900 million in annual sales. Its founder, John Schnatter, has this to say about his success, "There are no secrets to our success. It is all about better ingredients and quality and good old-fashioned hard work. The biggest thing we do differently is that we keep things simple."

Indeed Ralph Waldo Emerson captured the essence of simplicity superbly when he remarked: "Nothing is more simple than greatness; indeed, to be simple is to be great".

Successful companies rely on simple concepts of clear focus on it core competence, do it much more efficiently than its competitors and have the right people to run the business. Remember the acronym, KISS, 'keep it simple and short'. We need to keep businesses simple and more importantly, to make it simple for the customers to do business with us.

www.corporateturnaroundexpert.com

Dr Mike Teng (DBA, MBA, BEng, FIMechE, FIEE, CEng, PEng, FCMI, FCIM, SMCS) is the author of the best-selling business book "Corporate Turnaround: Nursing a sick company back to health", in 2002. In 2006, he authored another book entitled, "Corporate Wellness: 101 Principles in Turnaround and Transformation." Dr Teng is widely recognized as a turnaround CEO in Asia by the news media. He has 27 years of experience in corporate responsibilities in the Asia Pacific region. Of these, he held Chief Executive Officer's positions for 17 years in multi-national, local and publicly listed companies. He led in the successful turnaround of several troubled companies. He is currently the Managing Director of a business advisory firm, Corporate Turnaround Centre Pte Ltd, which assists companies on a fast track to financial performance. Dr Teng was the President of the Marketing Institute of Singapore (2000 2004), the national body representing some 5000 individual and corporate marketing professionals in Singapore

Things Do Not Change We Do

2009-02-25T00:00:00.001-08:00

Writen by Carole Spiers

We live in a world of constant change, and even though the vast majority of these changes are for the better, change is still something that many people and therefore many organisations can find extremely difficult to deal with. Why is this, and what can be done to help people embrace change rather than fearing it?

The nature of change

Change is all around us. Changes can be small or large, but the overall impression they create is of a world that is in a constant state of flux. Change may be welcome, but for many of us, the reaction to certain changes will be one of automatic resistance, which in turn often results in stress.

To accept change is akin to getting used to a new pair of shoes. The new shoes may be more waterproof, more hardwearing and better looking than our old ones, but they will almost certainly not be more comfortable until they are worn in. The amazing thing is that (assuming they are the right size and they fit properly) we often cannot envisage how or why we were so reluctant to put them on in the first place.

By definition, going forward involves some change, in order to keep on course. An organisation is either continually improving or it is failing, because no successful organisation can afford to simply 'stand still'. This is why it's so important that employees are given all the tools they need to help them embrace change and new ways of working i.e. to feel comfortable in their 'new shoes'.

Why is change so difficult to handle?

People are programmed into a pattern of behaviour with which they feel safe (their 'comfort zone'). Change can threaten this feeling of safety, and people can feel disempowered by change - particularly if it is imposed on them or challenges their accepted thinking. It is therefore vital for people to understand clearly why imposed changes are necessary, and how those changes will impact them, their position, their responsibilities, and possibly their remuneration and future prospects.

One reason that staff may resist change is if they don't think they will be comfortable in the new job environment or able to meet the new standards etc. If a change, particularly a fundamental change, is imposed within a company, a proportion of the staff affected will be bound to be dissatisfied. It is important to listen to their concerns and not to dismiss them out of hand some of their worries may be valid and it is important for management to acknowledge this.

How to make change work

If your organisation is contemplating a major change, you can help to facilitate this by taking account of the following:

Think through the change and what is required of the personnel affected, in detail, so that a clear plan of implementation is available. Be aware that some retraining may be necessary and have a plan of action ready to implement this.

Staff will respond best if they feel involved in the decision-making. Maybe they cannot be involved in all the major decisions, but their implementation will involve a number of smaller steps and they can almost certainly be involved somewhere (and add value by bringing in their experience).

Everyone copes better with change if they feel at least in partial control of it. It is the feeling of being out of control that can be frightening to most of us. So involve your staff, as far as possible, in their own areas of the change. Perhaps set up an implementation team involving a member of staff from within each department and reporting up to - and down from -management.

Keep everyone informed as far as is possible of timetables and details. The imagination and concerns of staff can run riot when they are kept in the dark, particularly if they are anxious about the change. Regular meetings are essential and even if time is short, don't abandon them. Make sure that the planned changes are clearly understood at all levels.

Don't give in to the temptation to impose changes without consultation. Unless you can persuade your staff to buy into the change by means of the steps above, they may leave or become de-motivated, neither of which will benefit the company. Similarly, a culture of fear (where staff are actively discouraged from conveying concerns or showing vulnerability) is counterproductive.

Everyone works better where they can see the benefit for themselves. So take time to think through not just the overall plan of the change, but how it will affect and benefit individuals, then 'sell' these benefits to those affected. Don't oversell them though, as staff will subsequently disbelieve anything you say. It is far better to be honest and admit that some things still need to be worked through, as this will help to build up trust with your employees.

People need to feel they have some input to enable them to overcome their fears and anxieties. If you encourage them through this stage, they can become great advocates for the change and will work with you instead of automatically resisting.

Accept that everyone's capacity for change is different and some will respond quicker or more easily than others.

Try to break the change down into manageable parts so that the overall change does not seem too overwhelming. Consider running a pilot operation to smooth out the glitches and allow input from users.

Once the change has been implemented, don't allow any return to the old ways or allow this as an option.

Preparing your organisation for change

Because change is so much a part of everyday life, your employees will benefit greatly from initiatives that make them more resilient. At its most simple, this means helping your employees maintain a healthy mind, healthy body and the positive mental attitude needed to approach change as a challenge and opportunity for improvement.

We all know that eating healthily, exercising and not being overweight are important, and we also know exactly how to achieve this (whether we do it or not!). To have a positive mental attitude may prove more difficult, and many of us are totally unaware of how to build our inner strength, with the consequence that when there is a problem, obstacle or required change, our internal capacity is not always sufficient and sometimes our mental manoeuvrability is too slow.

So how do you build inner resistance and strength? How can you prepare yourself for the challenges and adversities you will come across in the months and years ahead? One thing is certain, and that is that if you are not sufficiently resilient, your inflexibility will mean that eventually you will become an obstacle and instead of asking for your co-operation, colleagues will simply ignore you or go around you. We all know that the only way a skyscraper or any very tall structure can remain upright is for it to possess an inherent ability to move - albeit ever so slightly - with the prevailing wind and rain. We have to do the same, by learning to work with the forces we meet, moving and giving a little when the conditions demand it.

'It's not what happens to you, it's what you do about it'

The greatest challenge of all, in terms of change, is how to deal with adversity. I met W Mitchell, the US TV host, author and professional speaker, who lives and breathes his ethos that 'It's not what happens to you, it's what you do about it'. Here is a man who has overcome two life-threatening traumatic accidents that left him severely burned, without hands and paralysed. He has had to survive numerous operations and extensive plastic surgery, but talks to audiences from his wheelchair as if he were a tank commander addressing his troops. He has a quiet confidence and a measured delivery that possess an almost magnetic quality you cannot help but listen to his every word.

W Mitchell has overcome so many adversities in his life, and has come out the other side with strength and determination. 'Before I was paralysed there were 10,000 things I could do. Now there are 9,000. I can either dwell on the 1,000 I've lost or focus on the 9,000 I have left,' he says.

There is no doubt that the traumas W Mitchell has gone through have changed him as a person. His life script was not one that he planned and yet he takes on each challenge with an acceptance and gritty determination. His life experience makes him into the person he has become, his message is forceful and memorable, and he is a success story that we could all do well to try to emulate.

How we could all benefit from such inner strength and such a positive outlook!

Carole Spiers Group

International Stress Management & Employee Wellbeing Consultancy

Gordon House, 83-85 Gordon Ave, Stanmore, Middlesex. HA7 3QR. UK

Tel: +44(0) 20 8954 1593 Fax: +44(0) 20 8907 9290

Email: info@carolespiersgroup.com www.carolespiersgroup.com

If you would like to book Carole as a keynote speaker or conference chair at your next conference - check out www.carolespiersgroup.com/mediaenquirysheet.php

About The Author
Carole Spiers MIHE MISMA Carole Spiers combines three roles of Broadcaster, Journalist and Corporate Manager in the challenging field of stress management and employee wellbeing. Over the past 20 years, she has built up her corporate stress consultancy Carole Spiers Group (CSG), with prestige clients such as Sainsbury's, Rolls Royce and the Bank of England. Carole is frequently called upon by the national and international media and provides keynote presentations on stress-related issues. Carole was instrumental in establishing National Stress Awareness Day.

Do You Have Good Work Habits

2009-02-24T00:00:00.001-08:00

Writen by Patrick Smyth

Have you noticed that someone else always seems to get the good assignments at work? Do you often have something to say but get drowned out by others louder and more boisterous than you? Do you find yourself being very busy but not making much progress on the things that really matter? Are you constantly struggling with missed expectations with your boss? Could you use some simple techniques to get your work life and perhaps your life in general on a sustained track toward long lasting productivity, growth, and happiness?

So much of what makes our work life challenging is beyond our control. Yet so many of the things we could do to make our work life more enjoyable and rewarding are totally within the sphere of influence of each one of us. The good news is they don't require anyone else to make them work for you, nor do you have to learn to use any tools you don't already know. And you can start today! One caution however, is that you must to learn to incorporate all of these ideas into your daily work habit. If they become habits, and not just a task list to throw out when complete, then you have the opportunity to realize long term benefits.

1. Be Prepared. No, not like a scout armed with tools to survive in the wilderness. Imagine you are invited to a meeting with a bunch of other people at work to discuss the Doppler project. The problem is you've never heard of the Doppler project and you are pretty sure none of your co-workers have either. What do you do? You all show up at the meeting with empty note pads and curious expressions. Then the boss explains the project and asks people in the room their opinion about how to proceed. When you are all unprepared and shooting from the hip, the loudest person often gets all the attention. But what if you did just a small bit of research before the meeting? You found out that the Doppler project had to do with a new Brazilian market expansion initiative for your company.

What if you did some more research and listed some useful facts about the Brazilian market, current distribution channels and market acceptance for your products, before the meeting? So much information is available online now that this part is easy. Keep it very simple and short like one page - because you don't know much more than the name and scope of the project at this point. Now you show up at that meeting and when the boss asks your opinion about how to proceed you can hand out a brief sheet of useful facts to everyone there as a basic starting point. What happens with that research? In truth, it does not matter. What matters is that you have communicated clearly to the boss and everyone else in the room that you are interested in this project and you have proactively taken steps to learn and share that learning with the team. Who wouldn't want you on the project?

2. Be Alert. Stay tuned to new developments in your industry as they unfold in the media, or as you hear about them in the cafeteria, or on the golf course. Evaluate each new development in the context of your company, your job, and your customers. This helps you to be proactive in making changes and suggestions that would help the new change to be successful. Too many people keep their heads down choosing to remain oblivious of new developments going on around them. At some point they find themselves so out of step with what's going on in their job and their company that a huge adjustment sometimes not a positive one is needed to get them back on track.

3. Know your customer. Recognize that you have internal customers people in your company who depend on your work, and external customers people who pay your company for the product or service you provide. Focus first on the external customer or the "real" customer. The one who pays the bills will have far greater influence on you and your company's future. Every job in the company has a direct or indirect effect on your customers. Find out how your customers experience what you produce in your daily work. Does it make their life easier? Are they satisfied with it? Are they frustrated at having to call your hotline for help over and over again?

These issues are not simply related to the product itself. Challenging billing processes, service and support, lack of communication, and countless other issues will have as much of an effect on the customer as a poorly performing product. What specific changes can you make in your work and what you produce that will benefit your customers, even in small ways? Make them and test them again.

4. Define the schedule. Often times missed expectations are the result of unclear objectives or a lack of communication about the specific work effort that will be required to accomplish a project successfully. Without any input from you, your boss will simply dictate a target date and expect you will deliver. To prevent this, you're better off if you can create even a simple high level outline of the key activities, deliverables, and milestones to accomplish the task. Then your boss is more likely to adjust the schedule to a date that is more realistic, and that will produce better results for everyone.

Sometimes people are afraid to appear to be questioning the orders of a demanding boss. If all you do is raise questions and produce no answers then that fear may be justified. Most demanding managers will be delighted if you come to them with a well thought out plan supported by facts to support your argument for a change in the schedule. You won't always get your way but you'll gain a lot of respect.

5. Share the good news. Don't get bogged down in all the negative things that happen. Sharing good news shifts your orientation to all the great progress that's being made and opens up new possibilities. As the bearer of good news more people will enjoy hearing from you and share good news of their own. Don't be afraid to tell anyone from top to bottom in the company about the good things that are happening, and make an effort to share any item with no less than three people. Sharing all the good news with just your office mate will do wonders for that person, but will they pass the message on? Empower yourself.

6. Include everyone on your team. People work better when they understand the context in which they are working and how what they do relates to the bigger picture. If they are all informed, then they make informed decisions and produce more, faster. Avoid the tendency to share good news, best practices, tips and techniques, changes in procedures, etc., with just a few people whom you feel close to. If you can have an influence on the productivity of the entire team, you will emerge as a natural leader and you will become more productive. Why? Everyone else on the team will not only be doing a better job but they will work better with you as you will be seen as a problem solver and someone who generously adds value to their work.

7. Ask the right questions. Focus on business outcomes. Let's say you're back in that meeting on the Doppler project. Often the questions people ask seem to be focused on the wrong issues, like: "Who's in charge of the project", or "Why wasn't Fred invited to the meeting", or "Can I get a free trip to Brazil". If you ask questions about the expected business outcomes you will demonstrate that you are on board, you get it, and that you are focused on the success of the business first. People also tend to start problem solving or concluding the answer before they fully understand the problem. A little more time framing the problem and planning up front and everyone will have a better understanding. Also, people will think you're really smart not with answers, but with the right questions.

8. Answer the right questions. People sometimes ask a question anticipating a certain pre-conceived response. If you can clarify the question and answer the correct question you will both learn, and you have steered the issue in the right direction. Also, don't be too quick to answer all those unimportant questions that are really distractions from the business purpose. If you join in with that you will simply be seen as contributing to the confusion and not focused on the solution and results. This approach will contribute greatly to helping you sort through all the work piling up on your plate, and stay focused on the work that really matters. If you disappoint people with tasks that don't matter while exceeding their expectations with those that are paramount, you come out far ahead.

9. Learn from your mistakes. Mistakes will happen, and often. They are valuable lessons about planning and invaluable experiences in navigating the uncertainties of the future. This can only be true if you acknowledge the mistake and take the time to learn from it so you can avoid and help others to avoid repeating the problem in the future. Come clean with the mistake, with why it happened, with what corrections have been made to avoid similar mistakes in the future, and with the person or people who experience the worst effect of the mistake. In fact, the 'injured' parties should be invited to help analyze the situation and provide suggestions on how to correct it. A little humility will go a long way to earning respect and trust from others.

10. Finally, make work fun. You spend most of your waking life working. You need to be productive and you need to collaborate with lots of other people. We are more creative when we're having fun. Keeping the mood light allows us to put problems in their proper perspective and stay focused on the solution and on the future. If you are focused on producing the best results, collaborating, sharing good news, being open and honest about mistakes, developing a deep respect for your co-workers, and tuned to the needs of your customers, you will have fun at work.

Patrick Smyth. Change Management Specialist. Successful record as B2B marketing expert with extensive experience in the information technology and services industry. Talented leadership in change management, team building, branding, strategic marketing, product management. 615-261-8585

Myths In Transformation And Turnaround

2009-02-23T00:00:00.001-08:00

Writen by Mike Teng

Welcome to the real business world where troubled businesses abound. Distressed business owners and executives need to understand turnarounds and transformations in order to face the challenges in this competitive global market. Corporate turnarounds and transformations are no longer ad hoc. Instead they have become an integral part of daily corporate life with dynamic changes in the economic, political and technological arenas. Business turbulence is here to stay. Yet, there are many myths pertaining to turnaround and transformation.

Myth 1: One common myth held by companies is that they are not vulnerable to financial crisis: "My company is doing well. It will not fall sick." Akin to getting AIDS, some patients previously adopted the attitude: "This will not happen to me." But when it does happen, be prepared to hear this from the doctor. "Sorry, we cannot help you." Many companies have annual medical examinations and health screenings for their employees but are negligent when it comes to their own check-ups. Companies should go for regular health check-up. The key to successful turnaround is early intervention and understand the early warning signs of a sick company.

Myth 2: Management of troubled companies often goes into a state of self-denial. "We have seen this before. This is a little hiccup in the economy and our business is seasonal. Nothing has gone wrong." This is a myth. The situation frequently gets worse before it gets better. Such denial is insidious, resulting in delays in the necessary remedial actions during the early stage of under-performance. This is why oftentimes by the time the companies' woes are publicly known, they are already basket cases. Proper treatment can only be administered after the acknowledgement that there is pain.

Myth 3: "Our creditors and banks are chasing for payments, we have a credit squeeze and firing of our staff must continue till cash flow improves." Yes, troubled companies need to cut cost to the bones without injuring the muscles and the vital organs. However, it is a myth that the primary role of a turnaround manager is merely to be ruthless and fire people in order to reduce overheads. Downsizing is like amputation which has negative side effects and can further worsen the staff morale.

Myth 4: You may be the lucky one as your company is not in the critical life-and-death situation but merely seeking market expansion. "China, India and SE Asia are high-growth markets and they appear a safe bet for us to expand and invest the business there." For instance, many companies in the West face intense competition and shrinking domestic market and surmise that a way to turn around their fortunes is to venture into high growth regions in Asia. It is a myth that it is a safe route to success doing business in Asia. Though the business opportunities are great, there are many pitfalls and differences in business practices that these companies ought to be mindful about in venturing into high growth Asia.

Myth 5: Yet, it is unfortunate that business schools today rarely teach the subject of "Corporate Turnaround". Many of these business graduates eventually work for troubled companies and are inadequate to handle the real-life corporate situations. It is a myth that textbook knowledge will suffice in helping these executives manage a corporate turnaround situation which is much more esoteric and complicated. The turnaround executive has to be a dictator, crisis manager, visionary, entrepreneur, coach, spiritual leader all roll into one.

Myth 6: "Firing shall continue till morale improves" The media have fuelled this myth by portraying the turnaround manager as Rambo, the macho man in the movies of the same name, who destroyed everything blocking his way. For example, the media nicknamed turnaround leaders like Jack Welch, the former chairman of General Electric (GE) as Neutron Jack; Al Dunlap, the former chairman of Sunbeam Corporation, the Chainsaw Al; and Magaret Thatcher, the former Prime Minister of United Kingdom, the Iron Lady. Both Welch and Dunlap fired thousands of employees in their turnaround endeavours. Magaret Thatcher privatized Britain Inc, the state-owned enterprise, resulting in loss of thousands of jobs.

Myth 7: The theories on change management are fairly straightforward and a lot of common sense. Yes, it is true that turnaround and transformation go back to basic principles. However, sometimes common sense is not too common. If it is, there will not be so many business failures today. Be mindful that in a turnaround environment, often times, the manager is put into a difficult position and he has little time to think clearly or refer to business books for guidance. Making the right timely decision and executing the decision are what matter.

Successful change management using transformation and turnaround should be holistic and based on addressing both strategic and operational issues in the short and long term. Comprehensive turnaround plans should seek not only to cut costs but to grow revenues and change the corporate well-being in order to facilitate and manage changes.

Also, there is no single right style of leadership in a change management environment. Turnaround executives have to be benevolent dictators, crisis managers, visionaries, entrepreneurs, coaches, spiritual leaders all roll into one. With so many hats to wear, a turnaround executive may appear schizophrenic exhibiting multiple and at times contradictory qualities. In some tough turnaround situations, the turnaround executives may even need to possess the supernatural skills such as selling a stethoscope to a tree surgeon or resurrecting the dead. As a result, business schools are often relegated to producing textbook executives who are unable to cope with the realities in the marketplace where many sick and troubled companies abound.

http://www.corporateturnaroundexpert.com

Do You Have A Sacred Cow Holding You Back

2009-02-22T00:00:00.001-08:00

Writen by Adam McFarland

According to Wikipedia, the term sacred cow is used for a person, institution, idea (often a theory) or ideology that is immune (usually unreasonably so) from criticism or opposition.

A frustrated co-worker once came to me to vent about a problem that he had during a brainstorming session. The purpose of a brainstorming session, he (correctly) explained, is to get all of the ideas out, and then narrow them down based upon their feasibility. The problem that they were having was that too many people had gone to the session with pre-conceived notions of what wouldn't work. So much so, that every time a creative idea came out, it was shot down. The results they walked away with were less than desired.

He went on to tell me that his biggest frustration in his professional career has been all of the sacred cows that he has encountered. He explained that every company that he has ever worked for (and probably every company in existence) has self imposed, unnecessary constraints that limit their problem solving creativity and ability to innovate. Frustrated, he told me that every once in a while you need to go out and slaughter one of the cows.

I couldn't agree him more. In today's world, change is inevitable. Each one of us must decide whether we are going to embrace it or fight against it. The choice to embrace change will likely lead to improvements in the efficiency and effectiveness of what we do. Fighting against change will probably result in anger, frustration, and wasting time and in the end you will still have to make the change anyway.

We all have sacred cows at our jobs and in our lives. It seems like successful people and successful entrepreneurs are able to recognize those unreasonable constraints, slaughter some cows, and discover new and better ways to do things.

Adam McFarland owns SportsLizard.com - an online marketplace for buying and selling sports collectibles.

SportsLizard.com was recently awarded honorable mention in the Microsoft Start Something Amazing Awards.

You can read Adam's blog about being a young internet entrepreneur by going to http://www.sportslizard.com/blog/

Does Your Puppy Quotwetquot On The Floor Five Elements To Performance Management

2009-02-21T00:00:00.001-08:00

Writen by Dr. Richard L. Williams

Perhaps you have heard the phrase, "Push the Envelope." Well, in this article that is exactly what I'm going to do. Rest assured, I'll do it as carefully as possible, because I was criticized for calling three women "ladies" in Minneapolis; I was criticized (also in Minneapolis) for asking the only gray-haired person in a workshop if experience is a good teacher; I was criticized in Washington DC for being too nice to people; and I was criticized in Philadelphia for not being "explicitly clear" that a librarian could be both male or female. So, in pushing the envelope here I'll proceed cautiously.

My youngest daughter and her husband recently purchased an eight-week old puppy. With the smell of freshly installed carpet still in the air, these new parents quickly sought advice about the fastest way to house-train their new addition. While observing this process it brought to mind an analogy I've used in leadership, performance coaching, and performance management workshops. It's this analogy that needs prudent wording in this article.

What would you think about this training technique for the new puppy? Each time the puppy has an accident in the house ("accident" is polite for something much less pleasant), what if my daughter gave the puppy a doggy candy treat? How long would it take the puppy to realize that accidents are a good thing and being housebroken is an optional activity? Clearly, it would not take long and the results would be odoriferous (polite for smelly).

Now any wise reader would certainly ask, "Why would any normal, rational or sane owner reward a dog after it had an accident?" And that is, indeed, an appropriate question. But, before answering that question, let me pose another similar situation. What would you think about this training technique for a new or existing employee? Each time the employee has an accident we reward him or her with managerial silence and a paycheck. And for this analogy let's define "accident" as any behavior that either contributes to low performance or is considered inappropriate by organizational standards and practices. So in other words, an employee is late for work or has work performance that is substandard by a reasonable standard of measurement. Then, following these behaviors, the employee's supervisor says little or nothing to the employee, and the paymaster gives the employee a paycheck. How is this situation any different than giving a puppy that wets on the new carpet a doggy treat?

When I've asked this question in a workshop it has usually been greeted with stony silence while the participants comprehend the implications and meaning of the message. I believe there is no difference in the two analogies: rewarding a puppy for inappropriate behavior is no different than rewarding an employee for inappropriate behavior. In both cases the dog and employee would have little incentive to improve.

The Truth About Performance Management. Managing the performance of others is a combination of experience, knowledge, technique, communication and courage. If any of these five elements are missing or neglected, managing the performance of others is difficult at best, and ineffective at the least. The answer I was trying to get from the gray-haired manager in Minneapolis is that yes, experience can matter, providing the person learns from it. The more experiences a manager has in dealing with others (assuming the person learns from experiences), the better able he or she ought to be in understanding not only the variety of situations a manager must deal with, but also the differences there are in people. I wasn't able to get the answer that day from the gray-haired manager because of an objection from a human resource "professional," but I'm sure it would have been, "yes," the more experiences a manager has the better equipped he or she ought to be in dealing with the performance of others.

The second element of performance management is knowledge. I have observed hundreds of managers as they work with their employees: both to sustain good performance and improve sub-standard performance. And it is clear that both general and specific knowledge about how to manage others and deal with people is a great advantage. In particular it's interesting to observe a wise and experienced manager as he or she works with a "problem child." (That's polite talk for an employee who is driving the manager nuts!) I think any manager, gray-haired or otherwise, can become wise and experienced by learning from mistakes, and reading the wisdom of others in books and articles.

The third element is technique. There is no question that using time-tested and proven techniques to manage and coach others are far more effective than doing what comes naturally. The natural technique of managerial silence permits an employee to "wet" on the floor. All too often it's a natural technique that causes a manager to over-react to a small problem with a big correction. And it can be a natural technique that fails to help an employee understand his or her involvement in a situation. Clearly, knowing and using effective techniques are requisite skills to manage the performance of others.

The fourth element is effective communication. My clinical psychologist colleagues have said that ineffective communication is a prime cause for divorce. Likewise in the business world, poor communication is also a prime cause for problems with performance management. Many organizations promote an individual contributor to supervisor because he or she is a "good worker" and has mastered the skills of working hard. Unfortunately for a supervisor, working hard is not as important as being an effective communicator. The manager who takes time to listen, motivate, provide performance coaching, and lead his or her employees oftentimes dwarfs the manager who is the strong silent type. Effective communication is the foundation of effective supervision.

The fifth element of performance management is courage. In my consulting practice of coaching the coach, I have seen managers who have years of experience, have acquired much knowledge, know the techniques, should be good communicators, but who lack the courage to engage employees in uncomfortable discussions. These managers avoid potential confrontations like the plague. Consequently, these managers practice a deadly game called self-resolution. This is where a manager believes that by leaving a problem or situation alone long enough it will somehow solve itself and not be a problem anymore. In truth, rarely do problems self-resolve. Actually, most employee problems get worse, not better over time. This means that the absence of enough courage to engage the employee in a discussion about performance improvement can create other more costly and difficult to resolve problems. Time without intervention can make things worse. Having the courage to intervene early in an employee performance situation with experience, knowledge, technique, effective performance coaching, and communication is the best way to manage the performance of others.

Does your puppy "wet" on the floor?

Dr. Richard L. Williams is a business consultant specializing in performance coaching, quality improvement, team development, leadership development and organizational development.

In Times Of Trouble Do Not Become Schizophrenic But Let Your Focus Be Emphatic

2009-02-20T00:00:00.001-08:00

Writen by Mike Teng

Schizophrenic patients suffer split personalities, characterised by withdrawal from reality and behavioural disturbances. Management needs to have very sharp and emphatic focus rather than become schizophrenic.

It does not take very long to mess up a company especially when the focus of the key management is muddled. Just a couple of months should do the job. All it takes is for you take on some loss-making projects and contracts, neglect collecting your debts and allow excess inventory to build up. You need to remain even more level-headed during problematic times.

The turnaround manager needs to be very focused especially during the surgical stage. The specialist is involved at several organisational levels, both tactical and strategic. At a tactical level, the specialist needs to focus on cash flow improvements and preservations, establishing open communications with all stakeholders, negotiating with creditors and initiating total financial management.

At the strategic level, the specialist needs to focus his mind on human resources, establishing profitability growth, asset analysis, developing alternative financing strategies and increasing shareholders' values.

Without such focus, the danger is that the turnaround manager is forced to react to problems by focusing on the ramifications of the crisis and passing the buck, blaming others and protecting the culprits.

During the tough times when the share price of the Singapore-based company Creative Technology has dropped by 80% from its peak in 2000, its CEO, Sim Wong Hoo said: "This is an exciting time. We have much more energy than we had three years ago." He sees upsides to the dotcom collapse. "It was too easy money and I think things are easy come, easy go," he says. "Now when everybody goes back to basics, the real strong players will surface." This Singapore's icon for creativity and entrepreneurship does not succumb mentally to the tech downturn. In fact, he appears more energetic and optimistic than ever before. That which does not kill him makes him even stronger.

Bob Woodward has testified in his book, Bush at War that Bush has risen to the occasion when confronting the aftermath of the September 11 al-Qaeda attack. According to Woodward, Bush calmed his colleagues' nerves. "You know what? We need to be patient." Bush said. "We have got a good plan. Look, we are entering a difficult phase.

The press will seek to find divisions among us. They will try to force on us a strategy that is not consistent with victory. We have been at this only 19 days. Be steady. Do not let the press panic us. Resist the secondary guessing. Be confident but patient. It is all going to work."

Tony Blair the Prime Minister of United Kingdom was able to focus despite his wife Cherie's legal case, the Afghanistan war, the Saddam Hussein, Jacques Chirac. Charged with running the country and playing a significant international role, he remains somehow undistracted by family life and pressing domestic concerns. If you want to be a good turnaround manager, you have to be totally focused and immersed in what you are doing.

Warren Buffet, the second richest man in the world also focused in his investment strategy. He only invested in businesses that he is familiar with. He focuses on a few stocks, know about them and heavily invest in these stocks. To minimise risks, he encouraged investors to focus on a few stocks, there is no need to be an expert of every company, but invest in businesses you know for the long term.

In bad times, all the more you must focus clearly on your goals. You cannot afford to allow your focus be muddled or your energy be dissipated.

http://www.corporateturnaroundexpert.com

Lawyers And Accounting Fears Causing Bad Decisions And Change Management

2009-02-19T00:00:00.001-08:00

Writen by Lance Winslow

Indeed we hear it all the time, corporate executives complaining about incessant lawsuits and Sarbanes Oxley regulations. Is seems all these Lawyers and Accounting Fears are causing Bad Decision Making on the part of corporate board members and we are seeing greater turn-over and Change Management. We see too much fear from lawsuits, stock market pressures and Federal Regulators breathing down the necks of America's greatest corporations and this is hurting all of America in a very big way.

Of course this fear is also often rendering many executives useless and unable to make decisions some executives say they are tired of asking their corporate attorneys if it is okay to use the company restroom or calling up their accounts to see if it is fraudulent to order a ham sandwich on rye instead of wheat in the corporate cafeteria? Is it really this bad? Indeed it is and this is so unfortunate, nevertheless corporations must show results and if these executives cannot handle the challenge then they need to leave the company.

And leaving they are in record numbers and there have been more golden parachutes and early retirements in Americans top 500 companies in the last few years than in the previous 20. Why? Well it is all these Lawyers and Accounting Fears that are causing Bad Decisions, which have nothing to do with the company's bottom line and therefore cause performance issues. Then it is time for heads to roll and thus more Change Management.

"Lance Winslow" - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

Dealing With Change And Change Management

2009-02-18T00:00:00.001-08:00

Writen by Robin Chandler

How do you deal with change?

There is a lot of talk about "change" - how important it is, how we should alter the way we do to things at work and in our personal lives in order to be more effective. Sometimes we even hear how it is essential to change even if just for change's sake.

At Impact Factory, we too think that change is important. However we are more interested in the process of change and what the implications of change actually are.

We exist within contradiction. On the one hand, we need stability and perform well when we feel secure and established in our working and home lives. On the other hand we can become stagnant, complacent and uncreative when we shy away from change or when we find we simply cannot cope with it.

How can we bring these two ideas together so that we can rest easier and deal better with change?

One way is to look at how limiting beliefs, patterns and bad habits get in the way of our being able to incorporate change into our lives when it happens.

We cannot usually predict when change will happen, but we can be better equipped to deal with it when it does.

We can look at the limitations we all put on ourselves and how they hold us back from being open to change.

We can start to understand how patterns occur and what we can do to begin altering limiting habits and patterns. And we can look at the various kinds of changes there are and some effective ways of approaching them.

So What Types of Change are there? Some change is easy; often it is more difficult; and sometimes it can seem downright impossible.

From our point of view there are five kinds of changes:

Straightforward change, like changing your car or changing your hairstyle. Changing something you already do and relearning a new way, like changing your golf swing.

Changing something that obviously needs changing, but you either don't want to or you can't quite see how it could be done. This kind of change usually involves a habit - for instance, smoking - You know you shouldn't, but you can't seem to stop.

Changing something you absolutely, positively know you can't change. This kind of change is about beliefs.

Change that's imposed upon you, and over which you appear to have no control.

The first three we grapple with every day of our lives. We change in little ways all the time. We may struggle a bit with this kind of change. We may never give up smoking, but they are the kind of things we are conscious of. We can choose relatively easily how we will deal with this kind of change.

Yes, I may struggle over whether to change my hairstyle or not and I may get some comments for a few days, but it is unlikely that a change in hairstyle is going to fundamentally change my life. A lot of other things would have to happen alongside that.

It is the fourth and fifth types of change that can be the more difficult and therefore more challenging and confrontational. Both these types come right up against beliefs that we've created that underpin our whole lives.

The fourth type of change asks us to change a point of view, adopt a way of seeing the world that is at odds with the way we are used to seeing it. This experience can easily tap into our insecurity. We can develop a feeling of unsureness, a sense of not quite knowing what's the 'right' thing to do. There is no longer a predictable, reliable pattern to follow.

The fifth type, imposed change, can often feel like suffering. If we have no say in the matter we can feel like it is being done to us. We can feel cheated or hoodwinked. Often, even those who instigate it will disown this type of change. "We have no choice. The market has changed and we must change with it."

When change is imposed or brings us up against our beliefs we can easily feel disempowered by the experience.

On the other hand, it is also true that some people thrive on change. They can't stay in one job, in one relationship, in one country for very long. They need to shake up their own status quo. They sometimes create change just for the sake of it.

Why Is Change So Hard Sometimes?

We are pattern-making mechanisms. In general, our systems are more comfortable with pattern and routine than with change. Once a pattern is established, our left-brains will quite happily keep marching along that path.

Most patterns get set very quickly; so think what resistance we have when we try to change patterns that have been part of lives for years.

Some patterns are as simple and straightforward as the route we take into work every day. Some patterns are as complex as the way we feel about ourselves.

For instance, the fourth type of change: something I don't believe can change. A limiting belief.

Restricting or limiting patterns that people have are often to do with low self-esteem. These can be the hardest patterns to break. The reason is that a belief system, the pattern, is stronger than the contradictory evidence: it's been around longer.

If, as I'm growing up, I hear over and over again what's wrong with me and what I need to do to in order to improve myself, then I will have a well entrenched belief system established. Even when I no longer have my parents and or teachers to reinforce it, the pattern will persist. Now they are gone I speak to myself with that same punitive voice. So even in the face of evidence that I have done a job well, there will be this voice telling me how it could have gone better.

For me to change that voice I first have to become conscious that it's there. "Oh look, I just told myself off again." Then I have to do a good deal of what you might call reprogramming. I have to talk to myself or with other people about how well I've done. I have to create an opposing voice of acknowledgement and praise to counterbalance the punitive voice.

Paradoxically imposed change can sometimes be easier to deal with. The trick is getting past the "I don't want to." "It's not fair." "Why me?"

Our dissatisfaction and helplessness about this type of change comes about because we didn't buy into the agreement, we were never consulted.

The only way through this type of change is through negotiation with yourself and other people affected. Relief from the stress and upset caused by imposed change comes about when people choose to accept and commit to the change, to stop fighting or feeling resentful. If this doesn't happen then people leave, move away, get divorced, start sectarian underground movements.

Change is inevitable; and mostly change is for the good. No one lives a life free of change, but sometimes we are afflicted by more change or demands for change than we can cope with. When this happens it helps to look at what change is going to get your attention and effort.

Look for the smallest change that will achieve what is needed and be wary of wholesale change and change for change's sake.

Look also at the fourth type of change, yours and other people's beliefs or ways of seeing things. Changing in this area may be harder work but the end result of people changing their attitude to something can be dramatic.

Jo Ellen and Robin run Impact Factory a training company who provide Change Management Training, Public Speaking, Presentation Skills, Communications Training, Leadership Development and Executive Coaching for Individuals.

You Are The First Enabler Of The Learning Organization

2009-02-17T00:00:00.001-08:00

Writen by Hans Bool

There is an inherent relation between learning and change. Think about how you changed when you grew up; during those years where you absorbed most new knowledge and experience is where you changed most. And then there comes a time where we tend to learn less. After we have finished school or graduated the urgency to learn more diminishes. We have reached a stadium a status where we are proud of what we know. We have become someone.

What we learn from than on is "marginal;" the new knowledge and experience doesn't change the form of the old existing knowledge (base). We learn in a linear way adding more knowledge to the existing stock. We are able to adapt to new situations by learning new skills. If we want to transcend the normal level the achieved status we need to learn differently. In stead of merely adding new knowledge we need to delete or destroy previously built up knowledge.

One of the most famous thought leaders of organizational learning is Peter Senge. He explains -- in the fifth discipline -- the five disciplines that are required for organizational learning. Two of those discipline are concerned with individual learning. Like those described above. Senge uses the concept of mental models to describe how to get to a higher level of learning; by inward observation to reflect about our own mental models; the way that we traditionally think and act.

According to Senge, organizations can not learn if not the individuals itself will (learn). And both mentioned disciplines are the enablers. Free translated, the first - Personal mastery would be your own way of learning, and the other is the way in which you need to reinvent yourself; The first is where you improve, the second is where you change.

This means that if we want to improve we need to learn new things, if we want to change, we are more likely to "unlearn" or to break a habit.

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management tools. Have a look at some of our free management tools.

Coping With Change Whether You Like It Or Not

2009-02-16T00:00:00.001-08:00

Writen by Debbie Carr

My brother and I were very close. I helped him to cope with his depression as best I could, I was his rock. I knew he had attempted suicide twice before and failed. I suspected he would die of his own hand one day and thought I was prepared for it. I wasn't! I was not prepared for the phone call. I did not think I would lose control like I did, running and screaming up the hallway, out the front door and throwing myself on the grass, pounding it and sobbing No! No! No!. I never wanted my three year old daughter to see something like this, her mother totally out of control, devastated and inconsolable beyond words. I didn't want my neighbours to come running over and drag me inside the house screaming. This was not in the plan of my perfect life. I didn't plan to be a pallbearer at my brother's funeral or read his Eulogy in perfect composure to make him proud of me. Change hit me hard. There was no turning back.

You, too, will have change in your life. Something, one day, will hit you so hard that you will have two choices, you will either choose to sink, or you will choose to swim. Change can happen in many ways, it could happen dramatically like my family had to deal with. It could be a change in management, change in health, a disaster may hit the country, you may lose your job, your marriage my fail. My question to you is, "how will you cope?"

I am not an expert in change management, I do however represent speaking experts who are. What I am, is a survivor of drastic change and that gives me some authority to write about it.

When my brother Gary died, my whole life changed dramatically. My marriage failed and I had to go back to full time work. I was dealt another blow to test me that little bit further. I was diagnosed with Crohn's Disease a few months after his death. So how did I cope with these changes? At first with his death, not very well. But once I accepted that this change in my life was forever, I then slowly started to build back my life. His death caused many more changes in my life. If he had not died I doubt that I would be writing articles, own a speaking bureau and be training in Taekwondo. Nor would I be writing my first book or grooming myself for the speaking circuit. Most probably, I would still be living in the Blue Mountains making jam and volunteering to help teach art at my children's school.

When change hits your life you have to acknowledge and accept it. You can't deny it has happened because it has. Secondly, you have to assess the situation and come up with a plan to help you cope. I grieved heavily for my brother, my weight plummeted to 47kg and I became very depressed. One day I was walking the dog and one of my neighbours said to me "Deb, you look dreadful. Don't put your brother behind you but put him beside you and walk on." Those few words changed everything and to this day, I am sure Patrick does not know the impact those words had on my life.

I made a decision that I had to accept that Gary was no longer with me. I had to adjust to this and I had to gather some inner strength from somewhere. Then came the second blow, Crohn's Disease. When my doctor told me I had this disease, I immediately turned a switch on inside my head and told myself that if I kept fit it would not affect me. I keep fit and I believe, with all my heart, that my fitness keeps me healthy. I don't look sick and people are amazed when I tell them I have this disease. I am not saying that I am in perfect health, I am not, I have my days where I don't feel so good but mostly I feel great . I accept that I have this disease, I don't accept that it will control me. I could have easily gone into 'victim mode' when my doctor told me I had it. If I did that, I would have talked myself into believing I was sick and I would not be this woman I am today, fit and as I mentioned before training in Taekwondo. I could have easily allowed myself self pity. I chose not to. I had a wonderful relationship with this doctor. He didn't really approve of my own 'mind techniques' of keeping well, but he supported me with it and would monitor me every month, do the blood tests and keep a very careful eye on me. I was due to see him one day when I got a phone call. "I am sorry to inform you that Dr (name withheld) was killed this morning riding his pushbike". That hurt me bad.

I would give up everything I have today to have Gary back. I admit without his death I would not be who and where I am today. I accepted the change and today I am doing things that I would never have thought I was capable of. You see, as drastic as it is, I gathered strength that I never knew I had and that's why you are reading these words now.

How will you cope when change hits you? Will you sink or swim?

Debbie Carr is the owner of Coyote Management International, a speakers bureau specialising in 'content' speakers. She is also the owner of an online marketing website for dog lovers. You can find out more about Debbie by visiting www.coyote.com.au and www.poshdogsonline.com

How To Plan Your Business Exit Strategy

2009-02-15T00:00:00.001-08:00

Writen by Barry Evans

You started your business with dreams of making millions. When the time comes to sell your business, you will want to keep as many of those after tax dollars as you possibly can in exchange for your blood, sweat and tears. Advance planning can make a big difference in the amount you pocket after the sale of your business.

Consider this. Under prevailing tax rates, Owner A sells a business for $1 million in cash and nets $800,000 in after tax proceeds. Owner B also sells his/her business for $1 million in cash, yet only nets $500,000 (or less) in after tax proceeds. The difference in the cash you keep has everything to do with the form of ownership and elective tax status, the nature of the transaction, and the tax structuring that you and the buyer agree upon.

One hundred percent of all businesses will experience a change of ownership. In some cases, this change will be involuntary and take the form of a bankruptcy or closure. However, in the vast majority of cases, it will result in the owners receiving significant amounts of money as they transfer the earning power and good will of their businesses to others.

Because there is not a centralized database that tracks all forms of transfers of privately owned business ownership interests, the annual rate of transitions of ownership can only be estimated. However, from prior research on the topic and from 23 years of experience in providing representation to those who sell their privately owned businesses, I estimate that between 6% and 7% of all privately owned businesses have ownership changes each and every year. This means that the average period of ownership is approximately 13 years. The vast majority of these transitions will involve the sale and transfer of all prior ownership to new ownership.

In most cases, the owners will have spent years running their businesses on a day-to-day basis to generate both personal income and profits. Yet surprisingly few business owners have assembled the necessary plans for (a) when they elect to sell, or (b) how to be positioned to maximize their after tax dollars when it comes time to transition the ownership of their businesses.

Though an exit strategy should ideally be part of an original business plan, it is never too late to become informed about all aspects of how to unlock the hidden value of your business and convert it to cash when the time comes to sell. In the above $1 million illustrations of the sale of two different businesses, the tax savings are obvious. However, what is not obvious is a true understanding of the time proven processes of getting buyers to pay you what your business is really worth. The process of profitably transitioning business ownership involves a series of steps that include the following:

Understanding your personal objectives and financial needs
Realistically determining the present value of your business
Understanding what can and will influence its future value
Determining the best market timing to move forward
Correctly "packaging" your business
Developing strategies to proceed with total confidentiality
Entering into totally confidential negotiations
Knowing how to find the best possible buyers
Financially qualifying buyers
Finding a lender for your buyer so you can get cashed out
Reaching agreement on the negotiation of details
Preparing appropriate legal documents in a time and cost-effective manner
Coordinating pro-rations and closing needs
Realistically assessing your post-closing obligations, such as training or transition consulting
Actually closing the transaction
Knowing how to best inform employees, customers, vendors and others after the transaction has closed

In most cases, business owners only go through the sale process once and thus cannot develop expertise through successive transactions. Whether you started your business with an original exit strategy or are just beginning to develop one, the concepts are not difficult to either grasp or implement, and the effort can be very profitable.

Barry Evans currently has ownership interests in a number of privately owned companies and sits on the boards of a number of West Coast companies. As president of Acquisition Services Group (http://www.acquisitionservicesgroup.com), he has extensive consulting and merger & acquisition experience with an emphasis on the sale of manufacturing, service, and distribution firms. Evans can answer further questions via his e-mail address of barry@acquisitionservicesgroup.com.

2005 Barry Evans, All rights reserved. You are free to use this material in whole or in part in print, on a web site or in an email newsletter, as long as you include complete attribution, including live web site link. Please also notify me where the material will appear.

The attribution should read: "By Barry Evans of the Acquisition Services Group. Please visit Barry's web site at http://www.acquisitionservicesgroup.com for additional articles on the sale of manufacturing, service, and distribution firms."

One Of The Most Conservative Organizations In The World

2009-02-14T00:00:00.001-08:00

Writen by Hans Bool

If you want to know more about innovation, it is sometimes useful to observe other organizations. To dig into the world of those organizations that are quite the opposite of innovation and learn more about those forces that are required to conserve. And not without a reason...

One of the most conservative organizations is the Roman Catholic Church. It is one of the oldest organizations in the world, and one with a track record of resisting change. One of its main functions could be defined as conserving the interpretation of the bible in a world that is constantly moving "ahead"...

The organization of the Roman catholic church is also one of the most hierarchic. We all know that the pope is the leader of the catholic church. The pope is recently chosen by a committee of cardinals. Cardinals belong to the Episcopate; the Bishops are as a body (the College of Bishops) the successors of the Apostles [51] and are "constituted Pastors in the Church, to be the teachers of doctrine, the priests of sacred worship and the ministers of governance." The pope, cardinals, patriarchs, primates, archbishops and metropolitans are all bishops and members of the Catholic episcopate or college of bishops. Bishops are assisted by priests and deacons. Parishes, whether territorial or person-based, within a diocese are normally in the charge of a priest, known as the parish priest or the pastor. Priests may perform many functions not directly connected with ordinary pastoral activity, such as study, research, teaching or office work. They may also be rectors of churches or chaplains of communities or special groups. (http://en.wikipedia.org/wiki/Roman_Catholic_Church#Hierarchical_constitution_of_the_Church)

There are two main principles that are used to manage this organization. The first is the hierarchic principle and the second is the seniority principle. Both principles support each other. The seniority principle makes that only the older and experienced professionals are able to reach the hierarchy and the hierarchy is where to organization is managed from -- the ministers of governance -- in a centralized manner.

In order to conserve the ideology and to resist changes from the outside world, organizations should use these two principles. It is not said that organization that want to incentive change and innovation should do just the opposite, but you just could give this a thought.

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management tools. Have a look at some of our free management tools

Change Management When Less Is More

2009-02-13T00:00:00.001-08:00

Writen by Kevin Dwyer

Organisations which fail to prioritise their projects and activities in alignment with their goals risk getting lost in a mire of directionless activity instead of taking a clear set of actions to reach a goal or goals.

Most organisations build an inventory of projects and activities over time, which are not visible to the leadership team. Organisations need to periodically stop, take stock and prioritise the projects and activities they are undertaking against the goals of the organisation.

Symptoms, including incomplete projects, project cost overruns, operating cost blow outs, low customer satisfaction, low productivity and low morale are typical of organisations which are unable to prioritise their inventory of projects and activities.

In one organisation I worked with, the competitive environment was tightening dramatically. The goals, which were set for the following twelve to eighteen months, related to managing the portfolio of products, services and customers to achieve a drastic cost reduction.

They had an inventory of over two hundred discretionary projects and activities. That is, projects and activities outside of both the day to day business and those projects required to comply with internal or external regulations. Reviewing that inventory revealed less than forty percent of the projects and activities were aligned to the goals. Further, less than fifty percent of the projects and activities were deliverable within the desired timeframe.

Effectively, less than twenty percent of the discretionary projects and activities were aligned to their goals and timeframe. As a result, several projects were stopped completely, and many were postponed.

Key projects and activities, which delivered against the goals in the time frame required, were given additional resources and a shorter timeline for delivery.

The first, most difficult and most important task in a prioritisation review is to understand clearly what the organisation's goals are.

In the context of this article, goals are the few business outcomes that define an organisation as being successful.

To achieve their goals all organisations create a number of projects and activities designed to deliver business improvement and execute a large number of day to day processes. The projects and activities have targets and milestones and the processes have key performance indicators with associated targets and boundary values. Targets, milestones and key performance indicators are not goals.

In my experience, organisation's which have more than three major goals tend to fail to deliver on any of them.

One reason is that it is difficult to articulate more than three goals without finding at the operating level, that the unintended consequence of one goal contradicts another goal. Even with three goals, it becomes difficult at the operating level not be confused by the conflicting requirements of meeting each of the goals.

If the goals are clear, it is important to understand for each project or activity, what are the key deliverables and what support is required for delivery. In many cases organisations do not think deeply enough about what support is required for a project to deliver. The result from this lack of project planning is that the review of project against the organisation's goals is flawed from the beginning.

The review itself is fairly simple if the goals are clear and all the tasks required to complete the projects and activities are well understood.

For each project or activity, evaluate its alignment with the goals. Be brutal. If it is not aligned with goals rate it very low in a scoring range of 1-10.

Complete a second pass evaluating each project or activity on its likely completion date. If the completion date does not meet the time horizon required for the organisation to deliver against the goals, revise the project, perhaps into shorter phases. If it cannot be revised, rate it very low.

A third pass evaluates the probability of successful completion. The evaluation includes an analysis of resource requirements compared with resource availability and of stakeholder support. The resources to be evaluated include, but are not limited to competent people, money, and technology.

Discard or revise those projects with a collective low total score.

Projects which survive the review must be planned. The aggregation of those plans must be tested in ninety day or less blocks against the resource availability where common resources are being used across several projects.

By taking a ruthless approach to prioritising projects against the goals and resource availability of the organisation, more projects are completed on time. The results for successful projects are higher productivity within both the project activities and the day to day processes.

For unsuccessful projects, a benefit often overlooked is the earlier realisation that a project is going to be unsuccessful and the organisation is able to close it off and release resources for another project.

In either case, when it comes to projects and activities designed to improve the business, doing less most often achieves more.

Kevin Dwyer is Director of Change Factory. Change Factory helps organisations who do do not like their business outcomes to get better outcomes by changing people's behaviour. Businesses we help have greater clarity of purpose and ability to achieve their desired business outcomes. To learn more visit http://www.changefactory.com.au or email kevin.dwyer@changefactory.com.au ©2006 Change Factory

To see more articles visit http://www.changefactory.com.au

Why Dinosaurs Amp Businesses Die Off

2009-02-12T00:00:00.001-08:00

Writen by John Alquist

Nobody knows why dinosaurs died off, but there are many intriguing theories.

Dead dinosaur hypotheses parallel the excuses owners use when their businesses fail.

Reason 1. An asteroid or volcano caused a fatal disaster. This absolves dinosaurs or businesses from any blame, since extinction was due simply to being a pathetic "victim of circumstances."

However, this theory never explains why so many other forms of plants and animals survived when dinosaurs could not--or why so many competitors are thriving while you're dying.

Reason 2. Dinosaurs were too nomadic and unwisely wandered away to strange new places, places where their immune systems couldn't function well.

In business, a firm can wander into new unfamiliar product opportunities and markets--and they cannot maintain financial health as a result. Their managerial immune systems cannot cope in unfamiliar territory.

Reason 3. The firmament encapsulating the earth was removed by God to allow rainfall for the flood during Noah's time.

As a result, the available oxygen on earth was reduced by half and dinosaurs, having very small lungs anyway for large animals, couldn't get enough oxygen and died quickly.

In business, the similarity is free trade agreements and removing the protective encapsulation of trade restrictions.

Sometimes, businesses cannot function without the Nanny State artificially protecting them against the "thinner air" of new cheaper, smarter competitors from other continents.

Reason 4. Dinosaurs evolved into birds. There must have been skillful vetrenarians years ago offering great body sculpting and diet programs to downsize dinosaurs into birds.

Businesses often try evolving into something they aren't, and never could be, then becoming extinct. However, downsizing sometimes can help a fat, floundering business return to basics and profitability.

Reason 5. Dinosaurs were kidnapped by space aliens. If you're a fellow reader of "Weekly World News" that's not credible since this publication describes space aliens as generous and friendly, very unlikely folks to steal our dinosaurs.

Maybe space aliens come down and take away the feeble profits of failing companies. That excuse, while far-fetched, is a whole lot better than what many companies offer when profits fail to meet Wall Street expectations.

What's a business to do to prevent going the way of the dinosaur?

Retain a strategic planning consultant and planning meeting facilitator. That gives you and your business maximum protection from repeating the fate of dead dinosaurs.

Remember, if you fail to plan, you're planning to fail.

John J. Alquist owns and operates Alquist Enterprises, a firm which advances self-employment. John is a professional speaker, author, and consultant. Email John at john@tell-it-well.com or visit his website, http://www.tell-it-well.com

Do Not Wait Too Long To Follow The New Trend

2009-02-11T00:00:00.001-08:00

Writen by Hans Bool

In the investment world there goes the saying "the market is always right". One of the meanings of this is that you do not have to be right to win a lot of money. Even if the market fundamentals would predict otherwise, when there is a stream in a certain direction you'd better go with it, or you would face a terrible resistance.

Changes in organizations are dealing with the same phenomenon; the market represented by the majority of the employees are against change and so they will resist. And you should be glad that they do. If the majority of the people within the organization start running to an end (goal) that is unclear you should worry. However, you dó need momentum at some point in time to get things rolling. Much is to do about balancing energy.

Most people do not favour changes. And they are right. It can be tiring. We all have our habits. We eat what we like and we do not try too many new things. First of all because it costs time to search for new and exotic recipes. The new disrespects, to a certain extent, the old. If you are to invent a new dinner each night, your companions at the table will raise the question whether yesterday's food was not good enough. To resist a change is natural.

Yet, there are always some pioneers out there that see new opportunities. For instance a new technology that enables you to save time or give you other benefits, new methods that speeds things up or other exotic features that are nice to have. But, how is it that this small group activates the rest? And what should your approach as a change manager be, especially in the start of the project?

As a manager you are in the middle. As always. The pioneers in front of us present some vision that is everything but sound and clear. Therefore it is called a vision. It is nothing until you have reached it and even then it is different than what you had thought it to be. So in order to activate people your job as a manager is to make sure the pioneers are not de-motivated and that the resistance is diminished at the same time. It is your job to link the two parties.

The best way to do that is to tell two stories:

1. 'If you go too fast the rest will never catch you up and we will all loose' (present this to the pioneers)

2. 'If you always follow the market you will never win. Sometimes you have to take just that extra bit of risk' (this message agrees best with the rest of the group)

At the end of the change 'project' the situation is reversed and it is your job to stabilize the situation. But most changes fail because the resistance in the beginning absorbs too much of the budget.

Again as with investments, there are people who feel the beginning of a new trend, one-out-of-three that they are to soon so a little resistance to go with them each time is alright. However, if they are right and a good sales story could inform you then you should better not wait too long to join them. You might end up with nothing.

Why don't you visit Astor White for a change. You will find more information, tips and especially online tools that support your management activities.

Resilience The Key To A Successful Today And Tomorrow

2009-02-10T00:00:00.001-08:00

Writen by Robin Wilson

Success in business and in life comes to those who can sustain energy, creativity and passion in the midst of continual change, stress and competition. Information overload leaves us struggling to sustain that passion and drive and achieve the work/life balance that is essential to our growth and well-being. We are being bombarded with information every day and are working in different environments that require more accountability and have higher expectations than 10 years ago.

Individual and organizational resilience is needed now more than ever. Webster's Dictionary defines resilience as the ability to recover from misfortune or change. Mike Jay, author of CPR for the Soul and Founder of Leadership University defines it as "the integrated power to persist when things don't work out at first; to navigate ambiguity and uncertainty; to transcend common problems and barriers and to anticipate the future in a sustainable way."

According to Albert Bandura, individuals are instilled with certain capabilities that define what it is like to be human. Among those capabilities are: the ability to learn from our mistakes, plan for the future, reflect on ourselves and situations and manage our emotions. These capabilities provide us with the tools to control our own future and remain resilient in changing times. Developing these capabilities is the key to increasing our resilience. They are what make us human. We are the only species that is capable of planning, reflecting and managing our emotions. So the elements that make us unique are the same elements that can make us resilient in challenging times.

Resilience matters more than training, education and experience and will ultimately determine who succeeds and who fails.

There are many elements of resilience, but these are the ones I find most important:

1. Accept things as they are not as you hope or wish they would be. It is easy to slip into denial as a way of coping with challenging times, but the only real way to prepare ourselves and our organizations for these challenges is to face reality. It is when we deny things that we perpetuate the hardship and stop any growth and renewal from occurring. With each day and month the cost of denial goes up. To be truly resilient, an individual and an organization must avoid wishful thinking and stop living in the past. They must be willing to face reality head on. Resilience means having the capacity to change before change becomes necessary. This is planning for our futures rather than being victims of our reality.

2. Know what's important and navigate around that. When there is a lack of clarity around what is most important, our actions and behaviors are undirected and resilience is stalled. Strong values serve as maps to guide our behaviors and actions. At times of crisis and hardships it is this clarity that allows us to navigate through the fog. If we are lost with no map and no signs to guide us, it makes the recovery much longer. Successful individuals and organizations have strong values that direct their behavior at times of crisis.

3. Know Thy Self. Self Knowledge is critical for resilience. If we are clear about our strengths and weaknesses, we are better able to leverage our strengths and manage our weaknesses. When we spend much of our time operating out of our weaknesses, more effort is expended and results are dispersed. Directing our actions around our strengths allows us to be more efficient and effective in freeing up creative energy. Problems and challenges will not be transcended if we become victims of our blind spots and minimize our talents and creativity

4. Accept and make meaning out of what life hands us. The core of resilience is the ability to bounce back from hardships. If we complain and whine about the challenges that are upon us, we are unable to adequately reflect and learn from the difficulties. Resilient people and organizations are able to see a potential opportunity hidden beneath the adversity. They build bridges with reflections from their past to the ingenuity of today and finally to a fuller future

The resilient people of today and tomorrow are the ones who can face reality head on, knowing what's important in the moment, leveraging their strengths and making meaning out of hardships. We create the future through our response to the challenges of today.

Robin Wilson is the founder of Reach and Achieve Associates, a performance and development coaching, training and mentoring firm that specializes in helping companies access, coach and retain key talent. The programs are designed to develop, support and maximize the people resource of an organization.

Robin has facilitated presentations with groups of 150 or more, and has been a guest speaker for several well-known organizations, including the New York State Conference of Mayors, The Governor's Office of Employee Relations, and the New York State Society of Medical Assistants Annual Convention.

She co-authored the book Maximize Your Mind; Peak Your Potential available on her web site. Her article "Ethics in Sales" was published in the HRDQ Press.

Visit Robin's blog at: http://www.performancetools.typepad.com For a complete listing of products and services visit her web sites at: http://www.ReachandAchieve.com and http://www.PerformanceLeadershipTools.com

2000 Percent Solutions From The Real World 1 The Japanese Pharmaceutical

2009-02-09T00:00:00.001-08:00

Writen by Samuel Okoro

ACSEA, the forty year old 2bn USD South East Asian subsidiary of a Japanese pharmaceutical group suffered a blow to its pride in 2003. A competitor which started operations just ten years back now surpassed it in the volume of Pharmaceutical-A produced, and its cost was now 13% lower than ACSEA's. The only hopes of responding effectively lay in the company's South East Asian Technical Centre whose role is to provide technical support to the factories and develop process technologies aimed at cost reduction for the organisation.

However morale at the centre was low, and its contributions to cost reductions for Pharmaceutical-A amounted to a measly 1% per annum. Hiroyuki Fukushima, a general manager with ACSEA, was sent to head the centre in July 2003. He immediately set about improving things to make the SEATC more effective. His boss believed he was doing very well and he tended to agree with this assessment...

Until he read the 2000 Percent Solution by Don Mitchell, Carol Coles and Robert Metz. In his words, he was shocked at the extent to which stalled thinking had limited his achievements and those of the SEATC. He quickly took up the challenge to remake the SEATC using the ideas from "the 2000 Percent Solution".

Realise the Importance of Measurements
Excited by the possibilities Fukushima realised that if SEATC could innovate 20 times more than they were doing already, they could make ACSEA the top company in the group. He set that as their new vision and introduced measurement systems to manage performance.

Decide What to Measure
Before this time, the technical centre tracked the number of reports produced as a way of assessing its contributions. Fukushima realised that this and similar measurements had nothing to do with the purpose of the SEATC. He started measuring the cost drivers of the product Pharmaceutical-A.This led him to target energy, intermediate chemicals, chemicals and depreciation (construction costs) as major cost drivers requiring improvements if the new vision was to be realised.

Identify Future Best Practice
In trying to identify likely future best practices for the major cost drivers, Fukushima reached the conclusion that for energy, co-generation was the way to go. For intermediate chemicals, they were to be eliminated. This would require development of new enzymatic reactions. Similar future best practices were identified for depreciation (construction cost) and chemical consumption. Implement Beyond Future Best Practice Cost per ton of Pharmaceutical-A were expected to reduce from $350 to $265 if the future best practices were implemented - a very different picture from the 1% per year improvements being achieved already. Meanwhile, current best practice in the industry was $310 per ton. Fukushima and his team designed projects with a maximum implementation timeline of three years to achieve these.

Identify Ideal Best Practice
For ideal best practice, Fukushima assumed the best solutions that were scientifically possible. This meant for energy cost for example, they would make use of a renewable source like solar. For intermediate chemicals, ideal best practice would mean increasing the yield of enzymatic reactions from 60% to 100%.

Pursue Ideal Best Practice
Considering the capabilities of SEATC, Fukushima decided to give priority to the development of a new enzymatic reaction. He also decided to have his process engineers develop a simplified process to reduce cost of new plant. Both of these projects are estimated to last five years.

Implementation of these practices will yield a cost per ton of $158.

Provide People and Resources
Realising that he needed his very best people to implement the planned changes and improvements, Fukushima decided to select - to use his words - self actualised team members to spearhead the projects.

Repeat
Fukushima began this journey about eighteen months ago and is well on the way to achieving the future best practice targets. He realises that the very successes they achieve will give birth to new stalls and is already on the look out for the next 2000 Percent Solution opportunity.

Samuel Okoro is the CEO of Leapfrog Alliance Ltd, a management training and consulting firm that helps organisations to reduce costs and improve quality through better business processes. His personal passion is to help move Third World business to world-class levels. For further details please visit http://leapfrogalliance.com/resources.html

How Can You Tell When Change Management Commeth

2009-02-08T00:00:00.001-08:00

Writen by Lance Winslow

Have you ever watched a corporate executive on the financial news and the gentleman says something and you think to yourself why is he running that company anyway? Indeed this was my thought when I watched the President of HP, who happened to be at Davos with all the World Leaders say something really silly and she was serious enough that I almost did not believe it.

I said to myself why on Earth is she running this company, surely she is smart enough not to say such things or smart enough to know the reality of the situation. She was canned about 3-weeks later and for good reason in my humble opinion. Especially considering my uncles grew up with the HP Founder's kids in Palo Alto, CA.

When you see executives making excuses and mistakes in rapid succession you know it is time for management succession and that folks is How you can tell when Change Management Commeth. We saw the same things at Boeing a few years back with bad management and ridiculous decisions, which caused great harm to the company. We saw the same with Daimler Chryslers Freightliner Truck Division. In fact we see it all the time.

What is unfortunate and Collins talks about this in both his books; Built to Last; and From Good to Great; that businesses and corporations cannot run this way. Perhaps corporate shake-ups are a good thing, because if these folks cannot handle it they need to be gone. Consider all this in 2006.

"Lance Winslow" - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

Does Your Business Capitalize On Trends Or Do Trends Cannibalize Your Business

2009-02-07T00:00:00.001-08:00

Writen by Mike Myatt

What was the latest fad chased or trend adopted by your business? Why did your management team jump on the band wagon? Has the trend or fad generated an increase in revenue or gains in efficiency and/or productivity?

Most organizations that demonstrate a "heard mentality" when rushing to adopt the latest trends will likely experience yet another in a long line of great adventures that ended in frustration due to the time wasted and the investment squandered. The reality is that many businesses are quick to recognize great ideas, but they often have no plan for how to successfully integrate them into their business model.

My advice to you is not to let your business get caught up in trends and fadsAt least not without some initial analysis being conducted to determine the likelihood of success. Failed initiatives are costly at several levels. Aside from being costly, a flawed execution can cast doubt on management credibility, have a negative impact on morale, adversely affect external relationships and cause a variety of other problems for your business.

Every sound business initiative begins with a solid strategic plan. However while most anyone can coble together a high level strategic plan, very few can author a strategy that can be successfully implemented. In order for your enterprise to turn a trend or fad into a monetizing and/or value creating event you should develop a strategic plan that attempts to measure the idea against the following 15 elements:

1. The trend or fad should be in alignment with the overall vision and mission of the enterprise.

2. If the initiative doesn't provide a unique competitive advantage it should at least bring you closer to an even playing field.

3. Any new project should preferably add value to existing initiatives, and if not, it should show a significant enough return on investment to justify the dilutive effect of not keeping the main thing the main thing.

4. Put the idea through a risk/reward and cost/benefit analysis.

5. Whether the new initiative is intended for your organization, vendors, suppliers, partners or customers it must easy to use. Usability drives adoptability, and therefore it pays to keep things simple.

6. Just because an idea sounds good doesn't mean it isYou should endeavor to validate proof of concept based upon detailed, credible research.

7. Nothing is without risk, and when you think something is without risk that is when you're most likely to end-up in trouble. All initiatives should include detailed risk management provisions.

8. Adopting a trend or fad should be based upon solid business logic that drives corresponding financial engineering and modeling. Be careful of high level, pie-in-the-sky projections.

9. Any new initiative should contain accountability provisions. Every task should be assigned and managed according to a plan and in the light of day.

10. Any trend being adopted must be measurable. Deliverables, benchmarks, deadlines, and success metrics must be incorporated into the plan.

11. It must be detailed and deliverable on a schedule. The initiative should have a beginning, middle and end.

12. Strategic initiatives must not be disparate systems, but integrated solutions that eliminate redundancies, and build in tactical leverage points.

13. It must contain a roadmap for versioning and evolution that is in alignment with other strategic initiatives and the overall corporate mission.

14. A successful initiative cannot remain in a strategic planning state. It must be actionable through tactical implementation.

15. Senior leadership must champion any new initiative. If someone at the C-suite level is against the new initiative it will likely die on the cutting floor.

The bottom line is that new ideas are beautiful things. Properly implemented they keep business from stagnating and cause growth and evolution (which also keeps me employed). Just follow the 15 rules above and stay away from being an agent for change for the sake of change.

Mike Myatt is the Chief Strategy Officer at N2growth. N2growth is a leading venture growth consultancy providing a unique array of professional services to high growth companies on a venture based business model. The rare combination of branding and corporate identity services, capital formation assistance, market research and business intelligence, sales and product engineering, leadership development and talent management, as well as marketing, advertising and public relations services make N2growth the industry leader in strategic growth consulting. More information about the company can be found at http://www.N2growth.com.

Accept What Cant Be Changed And Change What Can Be

2009-02-06T00:00:00.001-08:00

Writen by Jim Clemmer

"Your life is the sum result of all the choices you make, both consciously and unconsciously. If you can control the process of choosing, you can take control of all aspects of your life. You can find the freedom that comes from being in charge of yourself." Robert Bennett, U.S. Senator

Accepting responsibility for choices starts with understanding where our choices lie. This idea is wonderfully framed by the timeless wisdom of the ancient Serenity Prayer:

God, grant me the serenity to accept the things I cannot change, The courage to change the things I can, And the wisdom to know the difference.

Each line represents an important step in growing our leadership. Consider the first an invocation to "grant me the serenity to accept the things I cannot change."

There is a long list of things we as leaders can't control, but may have a major impact on our organizations. These include economic and political trends, technological changes, shifts in consumer preferences and market trends, as well as catastrophes wrought by human beings (war, terrorism) and so-called "Acts of God," such as hurricanes or tornadoes. The poet Longfellow offers great leadership counsel about how to handle these non-controllables when he says, "the best thing one can do when it is raining is to let it rain." Pretty solid advice!

The fact is that stuff happens. Life isn't fair. Whatever hits the fan certainly won't be evenly distributed. The best approach to dealing with things that cannot be changed is to accept them. The worst thing we can do is to succumb to the Victimitis Virus and "awfulize" the situation by throwing pity parties in Pity City. When the doo-doo starts to pile deep, a leader doesn't just sit there and complain (usually about "them"); he or she grabs a shovel. We may not choose what happens to us, but we do choose how to respond or not.

The second line of the Serenity Prayer asks for "the courage to change the things I can." This is the gulp-and-swallow part. Choosing to make changes is hard. It's so much easier to blame everyone else for my problems and to use this as an excuse for doing nothing. But leaders don't give away their power to choose. In his bestseller, The Road Less Traveled, Scott Peck writes, "Whenever we seek to avoid the responsibility for our own behavior, we do so by attempting to give that responsibility to some other individual or organization or entity. But this means we then give away our power to that entity, be it 'fate' or 'society' or the government or the corporation or our boss. It is for this reason that Erich Fromm so aptly titled his study of Nazism and authoritarianism, Escape from Freedom. In attempting to avoid the pain of responsibility, millions and even billions daily attempt to escape from freedom."

It takes real courage to accept full responsibility for our choices especially for our attitude and outlook. This is the beginning and ultimately most difficult act of leadership.

The concluding line of the Serenity Prayer "and the wisdom to know the difference" is perhaps the toughest part of all. In our workshops with management teams we often get into lively debates about those things over which the group has the power to act. We attempt to classify them as belonging to three categories: No Control; Direct Control; and Influence. It's rarely black and white. For example, we often underestimate the influence we might have in our organizations or in the world at large. But as Robert Kennedy once put it, "Each time a man stands up for an idea, or acts to improve the lot of others, or strikes out against injustice, he sends forth a tiny ripple of hope, and crossing each other from a million different centers of energy and daring, those ripples build a current that can sweep down the mightiest walls of oppression and resistance."

We're either part of the problem or part of the solution. There is no neutral ground. Strong leaders make the choice to be part of the solution and get on with it no matter how small their ripples of change may be.

Excerpted from Jim's bestseller, The Leader's Digest: Timeless Principles for Team and Organization Success. View the book's unique format and content, Introduction and Chapter One, and feedback at http://www.theleadersdigest.com. This book is a companion book to Growing the Distance: Timeless Principles for Personal, Career, and Family Success. Jim Clemmer is an internationally acclaimed keynote speaker, workshop/retreat leader, and management team developer on leadership, change, customer focus, culture, teams, and personal growth. His web site is http://www.clemmer.net/articles.

Change Management And Your Future As An Executive

2009-02-05T00:00:00.001-08:00

Writen by Lance Winslow

In if you are up-and-coming in the business world and you find yourself in a position where change management is occurring very rapidly then you need to take the bull by the horns and take responsibility for the team. For those that have the ability to unite others in a real leadership this is the time for you to shine and your future as an executive in the corporation depends on it.

All too often when change management occurs at the corporate level many of the folks in management sit back and wait for something to happen afraid to make any moves for fear that they might also get the ax or be asked to leave the company. This fear stifles innovation and hurts the efficiency of the organizational capital within the company.

Change is a good thing and change is something that you need to be able to grasp and acknowledge in today's modern corporate environment. Those that fear change are usually left behind and those who embrace it and find themselves to enjoy it will find a brave future ahead of them as perhaps the CEO of the company.

Change Management may be a time of frustration and fear from other corporate team members, but you cannot let this affect your performance and you need to help get the team back together and working smoothly again as soon as possible. In doing so you will find yourself respected by your peers and chosen to lead. Please do not forget this in 2006.

"Lance Winslow" - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

Efficient Effective Meetings

2009-02-04T00:00:00.001-08:00

Writen by Bruce Taylor

Introduction
Most professionals report spending between 15% and 30% of their time in meetings. How about yourself - do you know the inside of the conference rooms better than you know your office? And of the time that you spend in the meetings, how much of it is really valuable to you, and how much does it cost? Consider a typical status meeting consisting of one Vice President who earns $100,000 per year, and six Directors who earn $75,000. If the meeting runs for one hour, it costs the company about $1500 in fully loaded personnel costs. If the group meets once per week, the status meeting costs the company $75,000 per year - or the cost of one Director's salary.

Kinds of Meetings
Think for a moment about the different kinds of meetings that you go to. Here are a few of the common ones:

Informational Meetings Status meetings, project meetings, and quarterly division meetings all fall into this category - the purpose of the meeting is simply to pass facts among the attendees and, if necessary, to answer questions.

Decision-making Meetings People go into these meetings with an unresolved issue, and expect to come out with a firm resolution, or at least with a better sense of direction.

Technical Design Meetings Engineers and product managers go into a design meeting with a set of requirements and expect to emerge with a technical solution to the requirements.

Quality Review Meetings Engineers and Quality Assurance staff go to the meeting with a piece of product code, or a requirements specification, or a design specification and try to find as many defects as possible before they get into the product. And the list of meeting types goes on and on. The type of meeting is important because there are different ways of running each effectively and efficiently; and if you can identify the kind of meeting before you walk in, you can choose just the right techniques to make it run smoothly.

Is This Meeting Necessary?
The first question about a meeting seems like the most obvious: is it really necessary to call a meeting at all? Some of the questions to ask yourself are:

Can I pass on the information through email, or in a conference call?

How much face-to-face discussion do I expect?

What will we do differently based on the meeting's decision?

Would there be any negative results if I didn't call the meeting? Do they justify the time and expense?

Are we doing this meeting out of habit? Is it still valuable? If you ask yourself these sorts of questions, it's surprising how often you'll conclude either that the meeting would be a waste of time, or that there are more efficient ways of achieving the same goals.

You might want to experiment with alternative ways of holding meetings. Rather than bringing people from all over the company into a conference room, could you arrange a conference call so that they didn't have to leave their offices? Could you use Instant Messaging to hold short, fast meetings online? Suppose you combined Instant Messaging with a Web Cam and used virtual meeting software like GoToMarket or WebEx? It might be worth doing the experiment just to see how it goes.

Who Should Attend?
Okay, you've decided that a meeting really is necessary - now you have to decide on the list of attendees. This is tougher than it sounds, because you have to balance a lot of factors:

Who has a stake in the decisions made in the meeting?

Who has knowledge that is important for the meeting?

How costly is it to bring people to the meeting? (And cost may mean more than money.)

How difficult is it to get time on people's schedules?

What is the smallest critical mass of the meeting, and what is the largest size that can be effective? If you'll think about the meetings you regularly attend, you'll realize that some people come to the meetings out of habit - they rarely contribute, but the meeting is part of their weekly schedule, so they attend anyway. Think about respectfully giving these people permission to dis-invite themselves.

Meeting Traps
There are lots and lots of ways that a meeting can go astray, but they seem to cluster into a few general problems:

Unclear goals Every meeting needs an agenda, but it has to be specific enough to tell when the meeting is over, but flexible enough to allow for exploring important side issues.

Ineffective moderation Every meeting needs a moderator, and she has a delicate task of moving the agenda along toward a conclusion, while making sure that all the important information is on the table.

Trying to problem-solve Engineers are especially prone to try to solve a problem in the meeting, when it would be more appropriate just to define it and designate someone to solve it.

Unclear outcome It should be clear to everyone what was accomplished, and usually this needs to be documented in the minutes. If you're aware of these traps and plan to avoid them, your meetings will run smoothly and you will look like a genius.

About the Author
Bruce Taylor is the Owner and Principle of Unison Coaching, and provides corporate and executive coaching to a wide variety of businesses including engineering, human resource, consulting, and recruiting firms.

Mr Taylor has extensive background in Psychology, Human Resources, and Software Engineering. He holds a Masters degree in Computer Science from Duke University, a Masters in Psychology from the University of Massachusetts, and a Certificate in Job Stress and Healthy Workplace Design from the University of Massachusetts. He can be reached at http://www.unisoncoaching.com or bruce_taylor@unisoncoaching.com.

Do Not Intent To Change What Is Fixed And What Should Remain Fixed

2009-02-03T00:00:00.001-08:00

Writen by Hans Bool

If you want to change (something) you will have to search first for "constructions".

A construction is something that is fixed, lasting and constant. A building is an example of such a construction. But there are more examples. The structure of your organization is also fixed. Then there is the juridical form of the company and most of all, but less visible are the contracts.

If you would categorize the constructions in order of "hardness" the structure of the organization is softer than a (employee) contract. Under normal circumstances you are not aware of this, but it becomes clear with reorganizations and when you have to deal with resignations.

When preparing for a change you should examine these constructions in order to find out where there is space to increase flexibility. You should ask what constructions can be modified or even torn down.

With the constructions you will find the real information. It is like the DNA of our body. The real characteristics show up when you observe only the constructions. Much of the style depends on this form. You can "ask" the employees in a factory to be more client oriented, but their main focus remains to produce. It is in the characteristic.

Changes against these characteristic will never survive. When this is clear and accepted you can use the next question. What should we change? And why?

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management advice. Astor Online solves issues in hours what normally would take days.

You can apply for a free demo account.

The Missing Link Between Thoughts And Action

2009-02-02T00:00:00.001-08:00

Writen by Hans Bool

Not only during the disturbing periods of change, but in day-to-day management situation too: action is always essential. A dynamic company could be characterized by the way action and analysis is combined in an efficient way. Too much action maybe counter-effective. This could be the case for instance if these actions contributed from the various parts of the organization do not add-up.

We all know that in most cases strategic planning's will be prepared by staff departments. These are dedicated to thinking about future scenarios. And some moment in time, these ideas about future changes will be in front of the operation. There is a moment where you have to take the steps.

This will be a period with a lot of uncertainty. You have to let go of current activities and rituals and you are to focus on something new, that is not clearly defined yet. This will lead to insecurity. The organization all together is less confident in what the next steps will have to be. But also on an individual level, employees are concerned with doubts about the near future and the way to get there. These emotions will slow the organization down. This is not a problem, because the mix between thinking and planning on one side and questioning these (individual) plans on the other will strengthen the transition.

There would be a problem when emotions dominate this process and where these may not only slow down the organization but would rather stop it. Everybody is talking like there has been a crash on the stock exchange, and there is no point in continuing investment because, "this decline will proceed." The market is paralyzed.

If you have reached that stadium, than it is already too late, because it will take much more energy in getting the process in gear again.

Preventing this would require a continuous balance between thinking and doing, between thoughts and action. And this balance is leveraged by (managing) emotions. Although there is no indicator for signaling this fire-zone, any manager will (have to) know from experience when this occurs. The manager should intervene in the process. And at the other end, in the situation where you do not hear a sound where all seems okay, you should equally wonder and check whether your team is still doing the right thing.

How To Know What You Know 1

2009-02-01T00:00:00.001-08:00

Writen by Hans Bool

Do you know what you know? In many situation we act without even knowing why we act the way we do. If this is true for one person, what would this mean for an organizations?

In business, the management of knowledge is not a primary business activity and therefore difficult to manage: The attention for the topic doesn't normally last long. And than it is just another supportive task, like accounting, administration, human resources: everybody needs it, but not the whole organization is aware of that.

Nonaka and Takeuchi have expressed that two processes are very important when managing knowledge; externalization and internalization. They refer to a process of making tacit knowledge explicit (by dialogue using words and metaphors, etc) and once this knowledge is made accessible to others it will be internalized the employee will do what he or she has learned and this "doing" will be sort of new habit. It is not the same as "learning by doing;" that applies more to a process of implicit learning. You follow someone else and than you how to do it. You are not explicitly aware of what you have learned.

In order to manage knowledge you should start to know what you know. This is like making an inventory. But if you make an inventory you are addressing the supply side of knowledge. The demand side of knowledge is normally where the bottleneck resides. And this could be very well because of a recent change like reorganizations for example.

As mentioned, knowledge management is not a primary business, so the chances are that the organizational structure has been changed and only once every thing is "back to normal", then the knowledge management issue is addressed. This is to fill the (knowledge) gap that has been caused by the structural changes.

The next step is to examine the structural change and to take action.

Send Flowers To The Living

2009-01-31T00:00:00.001-08:00

Writen by T.J. Schier

Tired of the turnover blues? Perhaps a change in management style can turn the tide. To see where you stand with your team members, walk through the kitchen and ask, "Who made this?" If the reaction is "Wasn't me" or "What's wrong with it?" you'll know they are expecting something negative to come out of your mouth. That's a good indicator that you have the opportunity to be more positive (i.e. "send flowers to the living").

To continue the above example, once you've asked the question, praise how great the food looks. Next time you ask "Who made this?" not only will you get a different reaction from the team, they will soon start showing you things they've done in order to receive some praise. People crave recognition and appreciation --- don't wait until it's too late, when they're gone.

Another way to help train yourself to change your management style is when an employee arrives late. Instead of ripping into them or ignoring them (and sending the message that it's okay to be late), gather the team and thank everyone who arrived on time for the shift. Perhaps even perk them with a "get-out-of-side-work-free" card or a free meal. You still have to counsel and document the late arriver, but more importantly you now send out the other team members feeling great about where they work. And the guests will benefit from that vibe.

Remember, you don't have to recognize all the employees, only the ones you want to keep. Focus on those who are moving forward or are already above average, not the anchors on your team --- your team's performance will dramatically improve. Belowaverage employees will never be better than average, which isn't what your customer is paying for.

Pull the weeds and get rid of the slackers --- let them go work for the competition. Your good employees will be relieved to not have to carry all the extra weight, and the morale and productivity will continue to improve. Change is tough and uncomfortable for a short time, but you will soon reap the rewards by sending flowers to the living!

T.J. Schier is service professional, consultant and speaker with over 20 years experience in operations and training. Founder and president of Incentivize Solutions and podTraining, T.J. has helped numerous clients enhance their service and training programs and spoken to tens of thousands of managers, franchisees and operators in various fields. Visit http://IncentivizeSolutions.com/ for more info motivating today's employees, training today's generation and delivering outstanding guest service; or http://podTraining.us/, a unique new system and the foundation of 'i-learning' - using the device of today's generation, the iPod - to train your workforce.

The Future Of Change Management

2009-01-30T00:00:00.001-08:00

Writen by Lance Winslow

The future of change management is when robotic artificial intelligent androids will be the ones making decisions rather than people and humans will have to accept this without sabotaging the equipment or computer systems. This will be when robots vs. machines compete for the top executive positions.

It will be funny too because the artificial intelligent business decision systems will be able to work without ego, over confidence, pride, spite, vindictiveness or personal greed. After all the decisions are suppose to be made for quarterly profits, future market innovations and exploits and or shareholders equity, not the petty human’s executive fiefdom.

It will be great to see all these executives who cannot do their job get fired. This will truly a revolution in the way that American Corporations are run and although the interim will be messy in many ways. However, once the initial problems are over, this will be a good thing for Corporate Leadership.

When change management occurs between artificial intelligent systems there will be no real problems with human emotion and change management and absolutely no need for Change Management Consultants, because all you have to do is unplug one and then it is all about plug and play for the next more advanced model. Consider all this in 2006.

"Lance Winslow" - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

Leading Through Change

2009-01-29T00:00:00.001-08:00

Writen by Kimberly D. King

Being a strong change catalyst is critical to being an effective mentor. In order to "inspire others to continually strive for higher levels of performance through creative and strategic methods that are always focused to achieving your goals" you must move through the personal emotions that change creates so that you can effectively lead others. Here are some critical suggestions for assisting you in developing strong change management skills in order to assist the organization through transition periods.

1. Communicate upwards, not downwards or sideways.
During any type of change, it is natural to gain insight from your peers or to speak with people who report to you. When a change is first announced, most people react emotionally not logically. So if you are communicating to others based on emotion, you may be releasing some feelings that are not conducive to moving forward with new processes. Focus your communication with those above you for the purpose of understanding more of the reasons, results and ramifications of the change. Once you have information and feel comfortable with the direction, your communication downwards and sideways will be more logical in nature, rather than emotional. At this time your communication will assist the organization in consistently getting out the right message and helping others through their adaptation process. If negative or emotions escape, they are difficult to overcome later and may be detrimental to the success of the organization.

2. Hear others' concerns without feeding into them.
You will be hearing many things during a time of change. Some information will be true, some will be assumptions, some will be misunderstandings and some will be created. Focus on what is being said and understanding the feelings. By asking more questions than making statements, you will be acknowledging the feelings of others without contributing to any true or false impressions. By asking strategic questions, you will also be helping others to assess their feelings and gain new insights.

3. Ask questions.
Times of change are not times to be silent. It is not advised that you stuff your feelings, simply channel them in productive directions. Ask questions and seek to understand everything you need to know. Do not be afraid to ask the same questions over and over. Management is there to support the changes and help guide your journey to success.

4. Note your feelings and actions.
Change is definitely a process. Many times change invokes initial fears of inadequacy or uncertainly. Then you may feel confusion and may feel as though everything was going along just fine before and now you feel a sense of disorder or chaos. Then you may experience times of disappointment or anger because this was not your vision or your idea of how things should be. Then there are times of hesitancy as you try the new methods but still feel comfortable with the old ways. And finally there is acceptance. This is now the time for the "new norm". Things start to settle down and everyone falls into alignment with the new plan. Understand the stages of your feelings and ensure that you are moving in a positive direction through the continuum.

5. Gather followers.
Surround yourself with positive influences and those who are successfully finding their way through the maze of changes. Look to them for answers and direction. Latch on to these change catalysts and follow their lead. They know the way.

6. Embrace the opportunity!
Change is always a little scary because it is a place of unknown entities. Take time to explore the new picture and find where you feel comfortable in the grand scheme of things. Everyone must find their place in the new state of the organization. Look for opportunities of growth. Take this time to learn about yourself and explore your strengths. Seize this opportunity and look for ways to capitalize on the transformations. These changes may open up doors for you that you never knew existed. Seize this moment to drive your destiny!

National Speaker and Author, Kimberly King, embraces change readily and helps others achieve WOW levels in their personal and professional lives. You will be WOWed by her passion and knowledge of mentoring skills. Her processes are easy and straight forward. And the best asset of working with Kimberly- you WILL get results! Kimberly can be reached at 813-933-4432 or kking@interweavecorp.com.

Have We Learned Nothing About Managing Change

2009-01-28T00:00:00.001-08:00

Writen by Carol Kinsey Goman

Patrick, the baby of my extended family, started kindergarten this year. As a graduate of pre-school, we thought he'd be right at home in his new class. But after the very first day, he firmly announced that he wouldn't be going back to school. When questioned about this decision, he admitted that the teacher was nice enough, and all his friends were glad to see him, but (and to Patrick, this was the deal breaker) there was no naptime.

No naptime! In Patrick's school, 5-year olds are being asked to "pay attention" from 8 am to 3 pm without an opportunity to rest and recharge. Have we learned nothing about educating young children?

Which started me thinking about my work . . .

I've spent the past twenty years helping individuals and organizations thrive on change. Yet, recently, I've seen leaders making some of the same mistakes I noticed two decades ago. Have we learned nothing about managing change?

I don't mean to minimize the complexity and chaos that leaders are facing. Rapidly changing technologies make yesterday's choices obsolete. The turbulent economy increases pressure to "do more with less." Companies rely on a shifting stream of alliances competitors one day and partners the next and sometimes both at the same time. Corporate reorganizing is becoming an annual affair. Mergers and acquisitions are on the rise. Customers are demanding "better, faster, cheaper" everything. Competition is fierce. The pace of change is accelerating. And employees are increasingly skeptical about committing to business strategies that are constantly being redefined.

Yet this is our reality and in this world, leadership success belongs to those who can keep a work force resilient, positive, and engaged while dealing with the tsunami of change that is turning our organizations upside down. Here are the most common mistakes leaders make managing large-scale organizational change and the lessons we need to reinforce.

Mistake: Not understanding the importance of people. As high as 75 percent of all major restructuring fails, not because of faulty strategy, but because of problems with the "human dimension." After years of research studies and statistics, we know this for a fact. And yet, as recent as last month, a vice president facing the transformation of her department asked me if she really had to include her employees in planning for the change.

Lesson: Organizations don't change. People do . . . or they don't. If employees don't trust leadership, don't share the organization's vision, don't understand the reason for change, and aren't included in the planning, there will be no successful change regardless of how valid the need or how brilliant the strategy.

Mistake: Neglecting the emotional side of change. Transformation requires a redefinition of who we are and what we do. It's often unpredictable (responding to unforeseen circumstance) and unnerving (requiring employees and businesses to reinvent themselves while they are at the top of their game). It can twist people's past success into their greatest obstacle for the future. It's highly emotional.

Lesson: To lead an organization (or a department or a team) through transformation, it is not enough just to appeal to people's logic, you also have to touch them emotionally. Change leadership is about creating meaning. Employees need to be engaged by a vision of the future, and to be inspired to execute that vision. This takes leaders with a deep understanding of human emotion, who can see the power of intangibles and can capture the imagination of an entire work force in the pictures they paint and the stories they tell.

Mistake: Not being candid. Under the rationale of protecting people, leaders present change with a too positive "spin." And the more they "sugar-coat" the truth, the wider the trust gap grows between management and workers. Organizational communicators, perceived as the purveyors of corporate propaganda, lose credibility as well.

Lesson: Honest communication goes beyond simply telling the truth when it's advantageous. It requires an unprecedented openness and transparency: a proactive, even aggressive, sharing of everything financials, strategy, business opportunities, risks, failures. People need pertinent information about demographic, global, economic, technological, competitive, and industry trends. They need to understand the economic reality of the business and how their actions impact that reality.

Mistake: Defining "change communication" as what employees hear or read from officially sanctioned sources. Reflecting this belief, leaders focus most of their attention on traditional communication vehicles -- speeches, newsletters, videos, intranets, email, etc. Yet, from the employees' perspective, traditional communication accounts for only ten percent of what convinces them to change.

Lesson: The most powerful change communication, accounting for 90 percent of what impacts a work force, is divided evenly between organizational structure (whatever punishes or rewards) and leadership behavior. Rhetoric without congruent action quickly disintegrates into empty slogans. A communication strategy that is not aligned with organizational systems and the actions of leaders is useless.

Mistake: Trying to lead change with command and control tactics. In a command and control culture, only top executives are expected to solve problems, make decisions, and set the change agenda. Such a limited view not only places an enormous burden on senior management to come up with all the answers, it also restricts the contributions of the rest of the organization and widens the division between them and us.

Lesson: A company's competitive advantage is a combination of the potential of its people, the quality of the information that people possess, and the ability to share that knowledge with others in the organization. During transformation, leadership's primary challenge is to link these components as tightly as possible. The most successful change strategies are highly collaborative. Developed in participative sessions, these strategies capitalize on the wisdom, experience, and creativity of employees throughout the organization.

Carol Kinsey Goman, Ph.D. coaches executives, facilitates management retreats, helps change teams develop strategies, and delivers keynote speeches and seminars to association and business audiences around the world. Carol is the author of nine books, including "This Isn't the Company I Joined" How to Lead in a Business Turned Upside Down. She can be reached by phone: 510-526-1727, email: CGoman@CKG.com, or through her website: http://www.CKG.com.

Human Resource Courses And Trainings

2009-01-27T00:00:00.001-08:00

Writen by Dave Poon

There are significant points to remember in filling out entry-level jobs. Employers look for employees who may have majored in Human Resource courses.

Human Resource courses such as administration, industrial and labor relations are very much in demand in employment and in other related occupations.

Other employers may also want to seek for college graduates who may have experiences in technical or business related courses in order to compliment their Human Resource degree. For many specialized occupations, previous experiences are always an asset. This applies especially to those experienced managers, mediators and supervisors that can be essential factors in applying for a new position.

Keen competition in searching for new jobs is expected since there are a plentiful number of fresh graduates and experienced employees. To attract the most competent and qualified employees, you should pay attention in connecting to a credible Human Resource training course for your new employee.

Human Resource courses and programs provides top of the line training in improving employees satisfaction with their jobs with different working conditions. However, some jobs in the Human Resources field require minimal and limited interaction to individuals outside the workplace. Knowing the fact that dealing with individuals outside is an important aspect of the job.

In small businesses, a Human Resource generalist may manage all aspects of Human Resource tasks. This requires an extensive range of knowledge to Human Resource management courses and trainings. The responsibilities may vary widely depending on the business needs and goals.

For large corporations, the top position for the Human Resource department should develop and manage Human Resource policies correctly.

These policies are generally implemented by the supervisor of the Human Resource department and to some cases the head of the industrial relations department. Here are some added information on the responsibilities and tasks you will need to learn in a Human Resource course and training programs.

1. As the director of the Human Resource of a company, you should learn on how to supervise several departments. Headed by the department manager that will only specialize in one Human Resource activity that will involve employment, benefits, training and development, compensation, and employee interaction.

2. For courses that includes employment and placement managers, you should learn on how to supervise hiring and transferring employees. Supervising various employees requires equal employment opportunity to new recruits.

3. Employer relation representative are usually hired in government offices. They maintain working relationship with the local employers and endorse the implementation of public employment.

4. As recruiting managers, Human Resource trainings allow you to learn on how to maintain contact in the local area community and also require you travel in different locations. Searching for promising and qualified workers is performed by recruiters. Recruiters main tasks involve, interviewing, screening, and occasionally test prospect applicants.

Factors that are involved in determining an applicant's Human Resource background is very important. The course taken and the training are complex necessities for a particular working environment.

Due to the rapid and continues changes of businesses, it is very important to generate added knowledge. Human Resource courses and trainings can provide you new insights for a more organized and efficient working environment.

Dave Poon is an accomplished writer who specializes in the latest in Human Resource. For more information regarding Human Resource Course please drop by at www.humanresourcesite.com

Organizations That Are Leading Change

2009-01-26T00:00:00.001-08:00

Writen by Hans Bool

All organizations deal in some way or the other with change. A government is to follow the changes that take place in the world and that affect its citizens. A company also follows most of the time changes in the same way by canalizing the effects of different causes. A third category of companies (institutions) however deal with change in a different way; they are more in the lead of change. They could be pictured as change leaders; empowering others to move into a new direction.

Sometimes things just happen...Unless there is someone who interferes -- the intervention as it is called in change management terminology -- with development that might need some (serious) attention. Awareness to start with. Recently Greenpeace signaled the massive constructional development on the Spanish coasts.

All of us who deal with change can learn from organization like Greenpeace that are to deal with resistance all the time.

The style of Greenpeace is influenced by thoughts of Margaret Mead:

"Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has."

Greenpeace itself has also dealt with change over the years. Those who have followed this organization will remember that.

In 1971, motivated by their vision of a green and peaceful world, a small team of activists set sail from Vancouver, Canada, in an old fishing boat. These activists, the founders of Greenpeace, believed a few individuals could make a difference.

Their mission was to "bear witness" to US underground nuclear testing at Amchitka, a tiny island off the West Coast of Alaska, which is one of the world's most earthquake-prone regions. Amchitka was the last refuge for 3000 endangered sea otters, and home to bald eagles, peregrine falcons and other wildlife. Even though their old boat, the Phyllis Cormack, was intercepted before it got to Amchitka, the journey sparked a flurry of public interest. The US still detonated the bomb, but the voice of reason had been heard. Nuclear testing on Amchitka ended that same year, and the island was later declared a bird sanctuary. (www.greenpeace.com)

The spirit of the time we live in are quite different than those in the seventies and much of these alterations have influenced this organization. Yet another change is the growth of the institution itself.

Today, Greenpeace is an international organization that prioritizes global environmental campaigns. Based in Amsterdam, the Netherlands, Greenpeace has 2.8 million supporters worldwide, and national as well as regional offices in 41 countries.

And this is common practice for nearly most of the organizations; when they grow their style will change. If we remember Greenpeace in the beginning its style was predominant "against" and confrontational leading to an increase of resistance that did undermine its guest for change. Today -- where the organization has its own research institution and presence in 41 countries, it has moved into the direction of helping and supporting; this is less innovative than in the seventies but much more effective.

Change is about dealing with resistance. And if you really want a credible change you should stay approximate to the majority that you want to affect and influence. This can only be done by lowering the walls and barriers between your team or organization and the ones you want to influence. In such a way that your thoughts can be accepted or at least be negotiated.

Balancing Topdown And Bottomup Change Processes

2009-01-25T00:01:00.001-08:00

Writen by Jim Clemmer

"Grass-roots change presents senior managers with a paradox: directing a 'nondirective' change process. The most effective senior managers in our study recognized their limited power to mandate corporate renewal from the top. Instead, they defined their roles as creating a climate for change, then spreading the lessons of both successes and failures. Put another way, they specified the general direction in which the company should move without insisting on the specific solutions." Michael Beer, Russell Eisenstat, and Bert Spector, Why Change Programs Don't Produce Change

Organization change and improvement planning calls for systems, processes, and discipline. These are often top-down, organization-wide approaches. Developing change champions and supporting local initiatives takes leadership. Like innovation, many change and improvement paths are discovered accidentally by change champions blazing new trails (strategic opportunism).

These can then be formalized and made passable for the whole wagon train. This is an important part of organizational learning. Change and improvement processes evolve and change to fit the shifting environment and what's being learned about what works and what doesn't. Both top-down and local, or bottom-up, approaches are needed. The challenge is finding the right balance.

Managers play a pivotal role in the success or failure of any organization change or improvement effort. Their behavior is the single most important variable in the process. But among those managers working hard to visibly and actively lead their organization improvement effort, many fill only half their role. They personally signal values, plan, direct, and coordinate. That's vital. But what most fail to do as well is follow and serve. They don't manage (or may not even have thought about) the servant-leadership change and improvement paradox.

The leadership component of the change and improvement paradox involves managing the Context and Focus (vision, values, and purpose), identifying customers/partners and the gaps to be closed, and cultivating the environment for innovation and organization learning. Improvement leadership means establishing goals and priorities and setting the improvement planning process and framework.

However, the service side of the paradox is about "followership." This starts with recognition that the organization is full of current or potential change champions. As members or leaders of operational and improvement teams, these people are much closer to the action than anyone in senior management. So they have a much better sense of which change and improvement tactics will work. But perhaps even more importantly, they hold the balance of implementation power. Without their commitment, the best-laid plans will fail (another major cause of "execution problems").

Think Corporately, Act Locally

Balancing top-down improvement planning with local initiatives involves identifying and supporting the change champions, innovative teams, and other efforts that are already underway. At the corporate or organization-wide level, change and improvement planning includes the establishment of strategic imperatives, improvement objectives, setting the broad improvement map (such as the infrastructure and process to be used), and developing preliminary plans.

Part of that planning entails connecting to and incorporating the existing pockets of change and improvement. These teams and champions have often gone through the innovation and organizational learning steps of exploration and experimentation. Their (often unorthodox and unofficial) approaches and experiences can be a gold mine of learning for the organization improvement process. As these early innovators are educated to the full organization improvement plan, they're shown how to adapt the new process and tools. They can use them to build on their earlier experiences and move ever closer to their change and improvement goals.

Jim Clemmer is a bestselling author and internationally acclaimed keynote speaker, workshop/retreat leader, and management team developer on leadership, change, customer focus, culture, teams, and personal growth. During the last 25 years he has delivered over two thousand customized keynote presentations, workshops, and retreats. Jim's five international bestselling books include The VIP Strategy, Firing on All Cylinders, Pathways to Performance, Growing the Distance, and The Leader's Digest. His web site is http://www.clemmer.net/articles.

A Successful Organizational Marriage Cultural Integration Is The Secret To A Successful Mampa

2009-01-24T00:00:00.001-08:00

Writen by MB Page

Merger &Acquisition Overview

Mergers and acquisitions (M&As) are a significant activity for many organizations. Yet most mergers are not successful, primarily because the "merger of two organizations is actually a merger of individuals and groups." Buono and Bowditch, authors of The Human Side of Mergers and Acquisitions: Managing Collisions Between People, Cultures, and Organizations.

A merger means that two previously separate organizations are combined into a third new entity. An acquisition involves the purchase of one organization by the new parent firm. M&A activity is characterized in the academic literature as an "organizational marriage," complete with courtship. Cultural integration is often linked to a metaphor of a family where a parent who has departed is replaced by a step-parent. These relationship and familial metaphors illustrate the significant impact M&A activity can have on organizational life and its members.

Unfortunately, few M&As make any effort to integrate different cultures and workforces, even though M&A activities bring about significant change involving employees, organizational entities, systems, shareholders, customers, and many other stakeholders.

Companies initiate M&As for numerous business objectives, ranging from achieving market entry to gaining proprietary technology. Companies that want to expand strive to acquire businesses that enhance their product portfolio and secure additional employees with specialized skills. But too many enter into M&A activity without recognizing the impact on the organization and the overall impact on the human element within the two merging companies. M&A activities that are improperly managed can result in lost revenue, customer dissatisfaction, and employee attrition.

Honor is their Due

The traditional M&A approach has included financial and legal evaluations of the acquisition target with little attention paid to the people and culture. Successful M&A strategies acknowledge and honor the importance of organizational culture as a critical element in the long-term integration success.

Cultural compatibility can have significant impact on the ultimate success of M&A activity. A number of credible cultural assessment tools, such as culture surveys and facilitated focus groups, are available and should be utilized. As Dr. Edgar Schein points out, the challenge of assessing an organization's culture "is more a matter of surfacing assumptions, which will be recognizable once they have been uncovered." Identifying cultural compatibility on such core values as corporate ethics and quality are important considerations in the assessment of the M&A. The impact of not assessing the degree of cultural similarity might have significant consequences for the combined firm, as cultural tensions and clashes between merging organizations are a common cause of combination related difficulties (Buono and Bowditch).

Cultural Integration is one aspect of the integration process that is often overlooked. It's necessary to initiate cultural assessment during due diligence This cultural due diligence assessment should be made before the deal is finalized, to avoid culture clashes that diminish the potential of the deal.

Placing Cultural Due Diligence on the M&A Agenda

Conducting culture due diligence allows the acquiring company to assess cultural compatibility with the target firm. Cultural compatibility and all of its ramifications need to be understood completely to ensure a successful M&A. The literature on M&A activity used familial metaphors to describe mergers and acquisitions. This is powerful language that further emphasized the significance of organizational members' experience as a result of an M&A. One internal M&A expert encouraged companies to be capable of articulating the key facets of cultural compatibility to the acquiring company. Identifying the "must haves" of cultural compatibility is like assessing marital compatibility; some compatibility issues are negotiable, while others could be considered "knockouts."

Executives who worked on a high-profile computer-technology merger participated in cultural due diligence activities. They made the results from their culture surveys available as the selection process for executives of the combined firm began, and the survey results became a component of the selection process. They also introduced "fast-start" workshops to welcome the thousands of new employees to the acquiring company, and articulated the approach to working together.

Unfortunately, because M&A practitioners often fail to link integration with pre-combination activities such as due diligence, they neglect questions of organizational fit in the early stages of acquisition analysis.

When the management of a company decides to merge with or acquire another company, it checks the financial strength, market position, management strength, and other health indicators of the other company. Rarely checked, however, are the "cultural" aspects: the company's philosophy or style, its technological origins which might provide clues to its basic assumptions, and its beliefs about its mission and future. (Schein, 1997, pp. 268-269)

The greatest barrier to successful integration is cultural incompatibility. According to Edgar Schein, "The poor performance of many mergers, acquisitions, and joint ventures can often be explained by the failure to understand the depth of cultural misunderstanding that may be present." Research on cultural factors is the least likely to be undertaken as part of due diligence.

Integration planning, which takes cultural factors into account, should coincide with the initiation of due diligence. When these two are strongly linked, new corporate knowledge can facilitate consolidation.

Four-Step Approach to Cultural Due Diligence

Researchers have identified the following steps for conducting cultural due diligence:
1.Integrate cultural criteria early in the merger discussions.
2.Prepare due diligence teams with cultural criteria.
3.Have the due diligence teams collect data on culture.
4.Use tools to assess potential culture fit and issues.

How companies choose to deploy this model depends on their own structure and culture. Acquirers are encouraged to operate under the assumption that cultural differences exist, and they must actively work to manage these differences throughout the integration process. Companies are also encouraged to create joint projects that allow the teams to build success together. One large telecom company that actively engaged in M&A activity, tasked one of its HR professionals with strengthening the company's acquisition process by educating executives and due diligence teams on culture.

Exploring Cultural Integration

According to academic and business thought-leader John Kotter, "The biggest chore associated with an acquisition of any size is to merge the two (or perhaps more) different cultures. If this part of the transformation is ignored or handled poorly, problems will surface for years, maybe decades." The importance of an organization's culture, particularly as a risk factor in M&A integration, cannot be underestimated. Researchers at Harvard Business School found that firms that managed their culture realized a nearly seven-fold increase in revenue, compared with a 166% increase for firms that did not manage culture.

Yet specific, focused efforts to integrate different cultures and workforces remain the exception rather than the norm in M&A activity. Poor cultural compatibility continues to be cited as a factor in M&A failure. Cultural signs of the so-called "merger syndrome" include a "we versus they relationship, with a natural tendency for people to exaggerate the differences rather than the similarities between the two companies." (Marks & Mirvis, 1998)

The key to a successful Done Deal, is selecting a culturally appropriate model of integration.

An organization's culture consists of the underlying values, beliefs, and principles that define an organization's management system, as well as the firm's management practices and behaviors that reinforce those principles. (Denison, 1990)

A more detailed definition of organizational culture comes from Dr. Edgar Schein, who defines it as the pattern of basic assumptions a given group has invented, discovered, or developed while learning to cope with external adaptation and internal integration challenges. The assumptions, says Schein, should "be taught to new members as the correct way to perceive, think, and feel in relation to those problems."

Keys for Successful Cultural Integration

Successful cultural integration begins with an early understanding of the cultural differences and processes that exist between the acquiring and target companies. Stages of culture clash include employees reevaluating the way they do things, followed by viewing their way of doing things as superior to the other company. This is followed by attacking the other's way of doing things while defending their own. For a successful cultural integration to occur, each company should be coached to look at how the practices of the other company might be beneficial in the new entity.

Conducting cultural due diligence early in the M&A process helps prepare the integration team as well as the companies' leadership for the efforts that are required to join together two distinct organizations.

M&As emerge from a managerial approach that values process, structure, formal roles, and indirect communication over people, ideas, and feelings. (Buono & Nurick, 1992). Despite the importance of successfully integrating an organization's people and culture into a new entity, the published literature is filled with reports pointing to limited involvement from HR professionals in the early stages. This restricted involvement, in turn, limits HR professionals' ability to effectively influence the process. Unfortunately, legal and financial issues are given precedence over the possible traumas that might be experienced by organizational members impacted by M&A activity.

Another strategy for facilitating cultural integration is through the use of transition teams. Transition teams (internal practitioners prefer the term "integration teams") that involve employees from both the target and the acquiring company ensure a successful deal completion. Consider the transition team a lever to share cultural intelligence between the two companies.

To improve M&A cultural integration efforts, the following action steps must be taken.

Conduct extensive due diligence surveys; look at the cultural values of potential leaders being retained from the target company; evaluate the underlying cultural factors and values that determine long-term success for the M&A; and determine the key facets of cultural compatibility important to your company.

Conclusion

Business leaders and M&A practitioners have rich opportunities to humanize what is often treated by companies as merely a business and financial transaction. Organization development practitioners have the tools and resources necessary for the successful navigation of all kinds of change management projects, including M&A activity. Any M&A should be viewed as an activity good for both the organization and for the employees rather than as a time of employee uncertainty and insecurity. The focus on the human dimension of M&A will significantly impact the bottom-line success. It will also result in less organizational turmoil, and ultimately determine the overall success of the M&A transaction. All practitioners working on the M&A have the opportunity to serve as role models by working collaboratively from the outset to realize the possibilities of a successful M&A.

M. Beth Page, is an organization development consultant and coach dedicated to awakening the greatness within. She is also the author of Done Deal: Your Guide to Merger and Acquisition Integration (2006), available at http://www.authenticitypress.com The author may be contacted by email at: beth@dreamcatcher-consulting.com or by visiting the company website at http://www.dreamcatcher-consulting.com.

What Do We Need To Change

2009-01-23T00:00:00.001-08:00

Writen by Peter Hunter

In order to create a performance improvement we have to do something different from what we do now. If we don't do something different how can we possibly expect to make a change?

The first problem we have is finding out what the thing is that we need to change.

Many management models have been tried all with varying levels of success, from Kaizen to Six Sigma, TQM and a host of others.

These models are not wrong, but they all suffer from the same failing.

Somewhere in each instruction book there is a phrase that says something similar to,

"The key to the successful implementation of this model is ownership"

Then we turn the page and begin the new chapter without ever coming across the instruction that tells us how to create "Ownership"

Ownership is a word that has been used and abused for years but very few people are able to give it a meaningful definition. Without understanding what it is, how is it possible to create the conditions to allow it to happen?

I prefer to think of ownership as the way that we feel about something.

If it is mine, I own it, I will take care of it.

If it is not mine I won't take care of it, why should I? I don't own it!

The problem we have just created is that we have just defined ownership as the ability to care about something.

That concept may be very well in a soft pink cuddly way but it hardly has a place in a Business conversation. We want to talk about percentage points, hard savings, value added and other assorted sexy business type words. Businessmen don't want to talk about caring.

But wait a minute!

How many people ever wash a hire car?

Not many.

Why should we?

If the hire car doesn't belong to me, why should I care?

And yet most of us take care of our own cars. They don't come with washing instructions and nobody tells us to wash them, but we do wash them, we maintain and look after them.

We take care of them because they are ours.

After two years the hire car that we did not wash has a residual value of practically zero because nobody will buy a car that has been driven for two years by people who did not care for it. The hire car company has no option, the hire car is scrapped.

But your own car has got a residual value after two years. After two years your own car is worth ten or twelve thousand pounds. You can realise that value by selling the car or you can continue to use it reliably for another ten years.

Suddenly the care that we gave the car that we owned has got a financial value. We can now say that the value of the care that we gave our car is the cars residual value of ten or twelve thousand pounds. A residual value that the car we did not care for does not have.

Now we have a solid measurable effect on the bottom line that is directly attributed to our ability to care.

The suggestion at the beginning of this article is that we have to first understand what we have to change before we can figure out how to change it.

I suggest that what we have to change is the way that people feel about their work. We have to allow them to start to care about what they do.

The first reaction to the suggestion that we can change the way people feel about their work is that it is nonsense. How on earth can we change the way people feel and where is the profit in it?

We have already seen where the profit is, and changing the way that people feel about their work is something that happens every day and is as often as not reported on the news, except that we don't recognise it for what it is.

Several years ago I was watching TV and I saw an interview with Rod Eddington, the Chairman of British Airways. He was understandably complaining about the market share that he had lost to Ryanair, Easijet and the other budget airlines. But he was also being quite bullish about it. He said that in the previous 3 years he had reduced British Airways operating costs by five percent.

What he didn't say was that in those same three years he had made Sixteen Thousand of his staff redundant.

The question that I have to ask is, How did the people who remained working at British Airways feel when they found out that 16,000 of their colleagues had been made redundant?

Did they feel good about it? Did it make them feel Secure? Did it increase their trust in BA? I don't think so.

But think back a few years to the time before the redundancies. Think about the sort of person who used to work for British Airways. Their staff was made up of people who had dreamed at school of being the pilot in the Raybans relaxing in the big seat at the front between Tokyo and Paris, or the stewardess whose flip answer to the question "Where are you going for the weekend" was truthfully and smugly, "Barbados". British Airways staff were good people who had competed for their jobs and having won, were living their dreams and getting paid for it. They were proud, motivated, and they cared about what they did.

Three years later and the redundancies had changed the way that every member of staff who had not been made redundant felt about their jobs.

This is the sort of change that occurs with monotonous regularity in industry. A caring and productive workforce is changed by what is done to them by their managers into one that turns up for the pay check and has no other interest in being there.

British Airways changed the way their staff felt about their jobs. But they changed in the wrong direction.

They are not the only organisation to have done so.

To create a sustained performance improvement we need to change the way people feel, but we have to do it in the right direction.

We have to allow them to start to care about what they do.

If this sounds difficult, consider, most people want to do a good job, they want to care about what they do.

The only thing that stops them from caring is what is done to them in the work place.

To make the change all we have to do is to find out what is stopping the workforce from caring, then stop doing it.

Peter A Hunter
Author-Breaking the Mould
http://www.breakingthemould.co.uk

If you have ever experienced or learned something which you then knew was instinctively right - you will never have forgotten it. Peter Hunter learned something years ago which, regrettably, most of us have still yet to learn.

When we do - once we have understood the simplicity of his book 'Breaking the Mould' - it will transform our lives forever! Vic Baxter Business Workout.

Forward The Right Direction

2009-01-22T00:00:00.001-08:00

Writen by Justin Tyme

I read an old newspaper account of three tragic deaths. Two men and a youth (Arnold Dobson, Harold Most and his son Harold, Jr.) perished in the blasting summer heat of Death Valley in California. Sheriff deputies found the bodies at seven, fourteen and seventeen miles from their abandoned car. In leaving their stranded car to seek help, the three had headed in the wrong direction going towards a ranch house they had passed thirty miles back. Just a mile in the other direction was a grove of willow trees and a spring.

How often have we made the same mistake? We look back to what we know, rather than seek the unknown, the unfamiliar. We trust what we think is the correct path without looking into what could be our salvation. The future always seems a little scary, but events in the past were just as uncertain and sometimes even looking back casts doubt on our decisions.

What could the future hold? What will tomorrow bring? How will business be different next month, next year or the year after? We never know, but we need to train our minds to be open and accepting of the possibilities . . . just a mile down the road.

Justin Tyme is an internet reporter and published author. He writes for print media and industrial video productions and is a contributor to Ideas and Training (http://www.ideasandtraining.com) and Human Resources Radio (http://www.humanresourcesradio.com).

Its Time To Say Quotgoodbyequot

2009-01-21T00:00:00.001-08:00

Writen by Hans Bool

"Partir c'est morir un peu," is a French saying about a worldly theme. "Millions" of novels have been written about the subject. And we all have our own experience on the matter and this experience, the way you have learnt to say goodbye is what characterizes you. Your biography to date.

Some people have no problems in saying goodbye, whether it is about a pair of shoes, a friendship a job or whatever. "I quit," full stop. Others need more time, but we all have to deal with it; there is a moment where you have to say Goodbye. It has been enough.

Often we do not. We continue the road we have taken long ago. But on our way, we are questioning whether we have done the right thing. And so we do not throw away our old shoes. For just in case. But they do not serve you any more. You do not even like them any more.

Saying goodbye is scary, because it has been a long way up to here and when we look back we have quite a view, but in front of us, there is only uncertainty. Mist.

But then you should ask yourself, "do you want this change? Are you serious about it? Or is it something that you are just trying. Like you are trying to live on your own, but it is quite handy to have a place at your parents where you can go return to."

Change is often compared with a journey. And for a normal journey you will have to reserve some time for the farewell (ritual).

Many changes are journeys in which nobody -- nor the ones that stayed home, nor the ones that left -- said farewell. We just start something new and we see how things go. In fact we do not say goodbye until we are certain and sure that we have managed to come onshore.

But change is not like that; there is looking back and looking forward and if you are serious about what the change want you should not turn around.

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management tools. Have a look at some of our free management tools

Making Change Happen

2009-01-20T00:01:00.001-08:00

Writen by Kevin Dwyer

Seventy percent of all change management projects are considered to be failures.

The critical factors for change management success or failure are fairly simple.

The first factor is to have a group of people at leadership level believe that change is required. More than that, they must believe that "change management" is required. If these factors are not evident then failure is assured.

Understanding that major change is required is not enough. Developing a project plan which includes changes to processes, policies and infrastructure that does not include a plan to manage the change at a people level is not enough.

The second requirement is that the people undergoing change must have a reason to believe the change is necessary. They need the big picture painted for them to understand what benefits the organisation will gain from what many people will consider as the shared pain of change.

The big picture must be compelling, giving as many people in the organisation the desire to embrace the change even if it is difficult. Organisational change for organisational change's sake is likely to fail to deliver change.

The third requirement is that individuals must know how the change will affect them as individuals. Never forget the greatest motivational tool is to be able to respond to the question, "What's in it for ME?"

For most individuals in most organisations, motivation is about achievement, recognition, the work itself, responsibility, advancement and personal growth. So be sure that the change message addresses as best it can the motivational opportunities for people.

The fourth requirement is to "tell them early, tell them often". Do not be surprised how many times the message needs to be repeated to the same people. Human beings filter information based on their emotional state, their previous experiences and their thinking styles. In a time of significant change people are often in emotional turmoil and will filter severely whatever they are told.

Tell people the compelling reason for the change, the plan for change, the progress of the plan for change including any early wins and their role in change, again and again as the project is implemented.

The fifth requirement is to be honest about the change. Sugar coating change is seen as being untrustworthy and will adversely impact the ability to communicate with the very people who have to embrace and implement the change.

If there is any bad news say so. If jobs are going to be lost, say so. If there are going to be challenges with the change, say so. If people have to re-skill, say so. If the targets are going to become much tougher, say so. Do not dress mutton as lamb. If an insignificant advantage will accrue to people, do not make it seem more significant than it is.

If you are honest about change and you don't know about some of the implications, you may have a significant number of people actually believe you. When you ask for help in making the change work, you may get a positive response. Be dishonest and even your best workers will smell a rat and treat you like one.

The sixth requirement is to utilise project management processes and skills. For those involved in change management who do not use project management processes and skills the simple advice is, "If I were you, I would not have started there".

Project management processes and outputs play a big part in both planning and communicating the changes anticipated. They assist in risk management, contingency planning, change control, resource management, prioritisation and post implementation review of the change.

Far too many organisations embark on change in manner best described in the vernacular language, as flying by the seat of their pants. They do not plan change. They do not estimate the resources required by change. They do not plan the precursors to events required to make the change happen. They do not understand the risks and plan the contingencies. They usually reap the rewards with a failed change project.

Managing change is not easy. However, it is not as difficult as a seventy percent failure rate would make it seem. It needs to be taken as seriously as managing the finances of an organisation or the safety of an organisation.

Managing change requires a leadership team with project management, communication and analytical skills with a high degree of results orientation. The latter is important as when a journey of change is embarked upon, the environment in which the change is being implemented immediately changes. A changing environment often calls for changed tactics to achieve the same result.

More than that it requires the leadership team to have a vision for what the change can bring to the organisation and to individuals and a passion to make that change happen.

Change Management Issues In Nonprofit Committees

2009-01-19T00:00:00.001-08:00

Writen by Lance Winslow

Have you ever been on a nonprofit committee and half way through a very important project someone dismisses them selves from the committee because they have other prior business engagements or they have other time constraints, which do not fit with the committee.

Perhaps they are over extended or perhaps they are a politician running for office and now that they are elected they have to go way to do their job as a bureaucrat paper and podium pusher and become a better liar? Sometimes we find lawyers who join committees in order to get clients and network and if they do not find anybody worthy to network with to sponge money off of with their very exorbitant fees they will quit the committee.

Unfortunately this leaves a gap in the committee leadership. When this occurs often not all the jobs can be done. Sometimes these changes come rapidly and unexpectedly and there is no time to get the new person who will take over the leadership ready in time.

This of course causes conflicts in the nonprofit committee's mission and leads to more meetings unnecessarily. It is for this reason that nonprofit groups should take change management issues seriously in their committees and treat them as if it was the Board of Director change at a major corporation.

Perhaps it is not as serious for shareholders equity and quarterly profits but if your nonprofit work is that important that you spend your time to volunteer for it, then obviously you want to get the job done with the least amount of hassles and the most efficiently. Please consider this in 2006.

Lance Winslow - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; www.WorldThinkTank.net/wttbbs/

Are You Throwing Away Good Ideas

2009-01-18T00:00:00.001-08:00

Writen by Patrick Smyth

How many ideas fail to launch because they will require big changes in the business? Could it be the result of a failure in leadership? Do good ideas turn bad? If an idea fails to produce, does that mean it was bad? How many good ideas will be applicable to your business? Do they fit your mission and the context of the market in which you operate?

Can an idea succeed without a leader and champion? How would you manage it with objectives and measurable results? If key stakeholders managing the change are not engaged, what then? Should you inform key employees of the change and its importance? Maybe employees will shy away from sticking their necks out for something that is a little different. Then you have a culture of fear and control in your organization.

A group of people in a brainstorming session can produce a hundred and fifty new ideas, or more, in just a few hours. Successful brainstorming, or idea creation, requires that there is no constraint on what makes an idea a good one. Choosing the best ideas and deciding which ones to act on comes after generating all the ideas. What makes a potentially good idea worth doing? Which ideas will really be the best providers to productivity improvements in your business?

Two key factors drive the decision on whether to pursue a new idea: the business context, and leadership. The business context is the scope and structure in which an idea can develop. Ideas are the raw material needed for innovation to occur. Much as raw material fed into a factory to create new products, the business needs the right raw materials in the right quantities at the right time. The factory has a definite structure and strict requirements for the raw materials it needs.

The business context makeup includes the purpose or mission, strategy (markets and customers, products and services), goal setting, leadership, change management, and communications. All of these combine to create both the filter for a valuable idea, and the support structure to execute the idea. Without a business purpose, or mission, a new idea is much like the result of a brainstorming session a bunch of raw material that that may or may not have any value.

What is the difference between a good idea and an innovation? To produce any true value, an idea must be acted on and executed to completion. So what exactly is an innovation? In general, a business innovation is an idea that is developed and executed, resulting in a measurable improvement in performance.

To qualify as an innovation, it will effectively perform one of three major functions:

1) it must address an as-yet unmet need in the marketplace,

2) it must improve an existing process or function, or

3) it must solve a problem by eliminating the challenges posed by that problem.

Innovation means change. Generating the idea and the buildup of excitement about the idea is the fun part of the process. The real work begins in planning, developing, and executing the idea. Changes in policies and practices, new systems and technologies, and new products and markets all involve substantial change. Day-to-day work activities, behaviors, and performance expectations of every employee will also change. Many changes will take months or even years to execute completely.

This is where leadership commitment comes in.

Most business innovations that fail to deliver are the unfortunate victims of:

1) insufficient leadership commitment,

2) poor operational management,

3) lack of objective setting,

4) and, a general failure to communicate.

Even with strong leadership commitment, if the business context makeup is also missing the idea is likely to go astray and the innovation never achieved. Without business context, the odds of selecting the best idea or executing it in the best way are low. It will be subject to the changing priorities of management, the market, customer, and your employees. It will become increasingly irrelevant.

The process of creating the right business context and management process is simple. The challenge comes in maintaining your commitment as the leader over an extended period. Define your business purpose, or mission. Clarify your strategy. Personally commit to the idea as the champion. Develop expectations, outcomes, assign key people in roles, and then communicate regularly. Weave the new idea and the process for executing it into the operating processes of the company, and let the ideas begin to flow.

One caution: Not all ideas will deliver the desired results or live up to expectations. These are tremendous learning opportunities about what will work and how it will work in your business. They serve to sharpen the focus on good ideas and they help to make your people more experienced at executing them effectively. Resist the urge to treat these ideas, and the key people involved, as failures that must be eliminated. You will be throwing out the baby with the bath water.

Do you want to turn your business into an innovation machine where process improvements, problem-solving and bold new product ideas become the norm? Create the business context structure and focus on the long-term leadership commitment and communication activities required to execute them. Only with this structure and repeatable processes for managing change can you make the process of innovation a habit, and not a special project. With the right context, leadership, and communication, your best ideas will win again, and again.

Patrick Smyth. Business advisor. Helping small and medium businesses to manage change to improve performance. Management practices, leadership attitudes, branding, strategic marketing, product management. 615-261-8585 www.innovationhabitude.com

Manage The Transition To Your New Job

2009-01-17T00:00:00.001-08:00

Writen by Hans Bool

Consultants are often involved in a change in job assignments. Some jobs take more time then others. Some consultant have different assignments at the same time, but a new assignment always brings a introduction period with it.

Not only consultants, but everyone involved in a job switch will be faced with such a transition. How should you handle such a period?

As any change, reserve time for it. Reserve time for "nothing special." These days where you are changing to another (work) environment can not always be planned. You do not know what to expect, you should merely adapt to the situation. Although you can not plan this transition, make sure you have enough attention to focus on this new job.

Free yourself from other assignments. Loose ends from previous jobs could absorb quite some energy. These will inhibit a swift transition to your new assignment. If you know in advance about the switch, make sure you finish current demands and activities.

Take your time to learn about the new place, the people and the organization and do not sow expectations. It is easy to start a new job with extra energy. But do not forget that you have more adrenaline only because of the transition and because you start with a clean slate. It is better to make no mistakes than trying to run too fast.

Of course this will apply for everyone who is dealing with a switch of jobs, not only the consultant, although he or she will be more often involved in this kind of change.

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management tools. Have a look at some of our free management tools

Evolution Of Industry How An Industry Changes Itself

2009-01-16T00:00:00.001-08:00

Writen by Andy Mann

Change is the only thing permanent goes the old cliché and one can't make important decision in the business until and unless one get to know the nature and pace of change in the industry. Each industry has its own rate and way of evolving. While in technology Business models can become redundant in a quarter, old companies are using tried and trusted business models for over several decades.

The need to understand the change in market seems obvious but such knowledge not always easy to come by. Japanese companies failed to understand the advent of microprocessor as the dominant product and kept focusing on making the silicon chips cheaper. Small retailers failed to under the real impact of Wal-Mart moving into neighborhoods. With in a decade Wal-Mart changed the face of retailing in America running established players like K-Mart into bankruptcies.

To understand where your Industry is heading you have to shut the noise from immediate competitors and popular beliefs and take a long term view of things. The most pertinent question which most companies should ask is what business they are in. Because if you don't know what business you are in then there are even lesser chances of understanding how it will change and evolve.

According to Professor Anita M. McGahan of Boston University's School of Management there are four trajectories of change in an industry. These four trajectories are guided by two types of threat of obsolescence. First is threat to Industry's Core activities activities that historically generated profit for the industry. Second is the threat to industry's assets like resources, knowledge and brand capital which made organization with in the industry unique.

Radical Change

Radical Transformation occurs when both the core activities and core assets are threatened by obsolescence.

Intermediating Change

Intermediate transformation occurs when buyers and suppliers have new options because they have gained unprecedented access to information.

Creative Change

In industries of creative change the customers and suppliers are generally stable but asset turnover is constant.

Progressive Change

Progressive change like creative change but the evolution is slow and gradual. Core resources tend to appreciate rather than depreciate over time.

Andy Mann is a contributing writer for Write Term Papers.com. He did his Master's in Business Management and he consults students on writing business case studies and college term papers. You can even get your custom marketing powerpoint presentation done at Write Term Papers.

Fear Of Change Can Hurt Your Business

2009-01-15T00:00:00.001-08:00

Writen by Bonnie Kotch

Most people don't like change. It means having to re-adjust routine, change habits and throw your order of process into upheaval. You are leaving your comfort zone. Most people don't want to do this, so those people fail. Even when that change could mean something GOOD people balk.

Internet marketing is no different. You get used to doing something one way, you use the same ad sources for your marketing, you go after promoting the same products, and your web pages even start looking the same. I have heard this saying from just about every successful business person I know:

If you keep doing what you're doing . . . you're going to keep getting what you're getting.

When my income, my web site's activity (visitors) and my fulfillment hit a plateau and I wasn't at my goal, I knew I had to do something different. I totally believed in what I was doing, I enjoyed it, but it became routine. When that happens a complacency takes effect and it's picked up in your written content, your follow ups, and even phone communication with your customers.

Somehow, you realize that you have gotten away from your purpose, but you are doing everything you know to do, and nothing new and exciting is happening. This also happens when you TRY to do something different, but slide back into the same habits and routines because they are COMFORTABLE. Even seasoned internet marketers run into these roadblocks.

When I began working on Single-Parents-Help.com, I was excited. It wasn't because I saw all this potential money in it, because the site really wasn't about income. The subject matter of that site was something I was passionate about because its focus was on helping people that felt they couldn't help themselves.

I began working on the site, but I was getting lost. I had to stop and take a step back.

It was starting to look and read like an internet marketing site. It looked good, but it was not appealing at all to single parents who would come looking for help and support. It looked like I expected them to BUY something!

So I scrapped it. I went to visit various single parent support sites, like parentswithoutpartners.org, and single.parents.about.com. As a relatively new single parent myself, what would I look for if I went online looking for help or direction?

That's when I felt it. And that's when I began re-writing content. I took the focus off attracting sales (which was evident all through my text), and instead stressed the position single parents found themselves in, and how to get out of the rut. I wrote from a single parent's point-of-view, not from a marketer's point of view. Then I realized something!

I REALLY DID want to help people! I had been there! These people weren't looking for money! (Well, not JUST money). They wanted someone to understand!

In getting down to communicating, you sometimes have to insert a personal empathy for the situation your target visitors are experiencing. I knew what it was like to have a car repossessed. I knew what it was like to have to ask to borrow money to pay bills, yes! I was an internet marketer, I was successful and made five figures in sales and went down to nothing over a period of three years because my routine changed. I no longer had a home. My family was breaking up and my kids were hurting . . . we no longer had health insurance. My whole security was gone! I came THIS CLOSE to falling apart.

That's what most single parents deal with on a day to day basis and this was HARD for me to write about. I had to leave my comfort zone and talk about things I don't talk about. (You don't talk about personal tragedies on a website about making money!)

Now even though this is a rather extreme example of fear of change, but it was an eye-opener and a wake-up call.

When your main focus is on obtaining sales, it's going to be evident in your web content, your newsletters, your follow up emails, etc, etc. Take a step back and look at what you are doing.

What are you offering people? What will spending money at your site help them with?

Now take the last part of that last sentence. That should be your focus . . . What are you going to help them with?

If you change your action sentences from "You need to buy . . ." to "You will have . . ." you will not only see a jump in interest to your site, you will begin to see longer visits, more newsletter subscribers, and more people linking to your web page.

Give a little something. You don't want to just take money from people, there's no fulfillment in that. You want people coming back because they believe you. They trust you. Make them feel good about purchasing from your site. The more you give, the more you will get in return and the more fulfillment your business will give you.

Bonnie Kotch is an internet marketing consultant who offers support, resources, lists of part time and full time income sources to help single parents. http://www.trinityonlinemarketingschool.com

Apathy And Cynicism Zap Our Spirit

2009-01-14T00:00:00.001-08:00

Writen by Jim Clemmer

"The opposite of love is not hate, it's indifference. The opposite of art is not ugliness, it's indifference. The opposite of faith is not heresy, it's indifference. And the opposite of life is not death, it's indifference." Elie Wiesel, French-American writer and 1986 Nobel Peace Prize winner

Jack and Elizabeth are in their mid seventies and love life. They had fulfilling careers and raised three children who now have families of their own. There aren't enough hours in the day for all they like to do. Walking, swimming, traveling, volunteer work, community service club activities, family gatherings, hobbies, and reading keep them very busy. Jack has been taking a few university courses in religion, philosophy, and literature. Elizabeth has just been certified as a master gardener. When they can squeeze it in (and they feel emotionally up to the challenge), they try to help out their neighbors, the Reddens (who are about 10 years younger).

Howard Redden is practically a shut-in with his ailing heart and numerous other health problems. He and his wife, Sylvia, spend most of their waking hours watching television and snarling at each other. Their children visit or call just often enough to feel that they've fulfilled their family duties. Conversations with the Reddens are filled with bitterness, vicious gossip, complaints about their health and boredom, and lots of blaming governments, their kids, and fate for their many problems and ailments.

It's inspiring to be with those optimists in their 60s, 70s, 80s or even 90s who are excited about some new venture or interest. Too many people let their disappointments and cynicism slowly extinguish their life spark. When they reach their senior years they are bitter and jaded. Their dead spirits rattle in bodies that haven't been laid to rest yet. It's sad to see people who are putting in time until retirement. They hate, or just tolerate, their work, as they bide their time waiting for life to begin. They put off living and slowly die in the process. If they reach retirement, they're left wondering, "is this all there is? Is this what life is all about?"

"How long have you worked here?" "Ever since my boss threatened to fire me." Far too many people have retired, but still show up for work. Others have resigned but still go through the motions and are on the payroll. Some people who complain that they aren't paid what they're worth should be thankful. On-the-job-retirees who waste their lives in a 'dead-end job' they don't enjoy aren't making a living, they're making a dying. They are slaves no matter how much money they make, status they achieve, or power they wield.

Studies of thriving people and their successful career paths show that the type of jobs they have had is much less important than the type of person they are. There are no dead-end jobs, but there are dead-end people. Less successful people in unfulfilling jobs often make the mistake of thinking that they are working for someone else.

Apathy and cynicism usually take root early in life. If unchecked by middle age, they lead to bitterness, lack of energy, health problems, depression, and related difficulties. A public opinion poll taken by the National Opinion Research Center found that over half of all adults in their twenties rate their lives as 'exciting.' Once people reach their forties this slips to 46 percent. At sixty it falls to 34 percent. The Noble Prize winning French philosopher, physician, and musician, Albert Schweitzer, fervently believed "the tragedy of life is what dies inside a person while they live."

As the years slide by, a growing number of people don't really live, they merely exist trapped in their lives of quiet desperation. Just getting by is as dangerous as resting in the snow on a frigid winter night; our passion and spirit dozes off and dies in our sleep.

Excerpted from Jim's fourth bestseller, Growing the Distance: Timeless Principles for Personal, Career, and Family Success. View the book's unique format and content, Introduction and Chapter One, and feedback showing why nearly 100,000 copies are now in print at http://www.growingthedistance.com. Jim's new companion book to Growing the Distance is The Leader's Digest: Timeless Principles for Team and Organization Success. Jim Clemmer is an internationally acclaimed keynote speaker, workshop/retreat leader, and management team developer on leadership, change, customer focus, culture, teams, and personal growth. His web site is http://www.clemmer.net/articles.

Managing Change What Would You Do If You Were Not Afraid

2009-01-09T00:00:00.001-08:00

Writen by Kevin Dwyer

When interviewing prospective recruits or to get people focused on what is important to them, I often ask people a simple question to provoke them to think and to talk, although not always in that order. One question I often use is for people to think of themselves on their deathbed and consider "What am I proud of in my life".

The objective of the question is for people to be able to remind themselves what is most important; self-enlightenment, self-career, self-education, friends or family. For many people who are caught up in the hurly burly of day to day life, focusing on what is really important is difficult.

Another question is for people to imagine themselves at their retirement function and what reputation would they be proudest of in their retirement speech. Is it the reputation of being a specialist, a carer of people, a leader, a manager of people or an achiever? The objective being to understand what about their work motivates them the most. The answer is what they concentrate on in their job.

In the world of change management, the book "Who Moved My Cheese?" by Dr. Spencer Johnson (co-author of The One Minute Manager) provides a series of statements and questions provoking the reader into understanding what is stopping them from accepting, embracing and looking forward to change.

The book story is a simple parable of four characters who live in a "Maze" and look for "Cheese" to nourish them and make them happy.

Two are mice named Sniff and Scurry. Two are "little people"- beings the size of mice who look and act a lot like people. Their names are Hem and Haw.

"Cheese" is a metaphor for what you want to have in life- whether it is a good job, a loving relationship, money, a possession, health, or spiritual piece of mind.

"The Maze" is where you look for what you want- the organisation you work in, or the family or community in which you live.

In the story, the characters are faced with unexpected change. Eventually, one of them deals with it successfully, and writes what he has learned from his experience on the maze walls.

When you come to see "The Handwriting on the Wall" you can discover for yourself how to deal with change, so that you can enjoy less stress and more success (however you define it) in your work and in your life.

To get a full understanding, you have to read the story, but here is some of the "Handwriting on the Wall."

Change Happens.

In the book, they keep moving the cheese. In real life technology changes, aging populations, easy capital movements, migration flows and the ever increasing ability to access knowledge enures that change will continue to happen.

Anticipate Change.

In the book, the characters who anticipate change find the new cheese first. In real life those who can anticipate change beat the competition whether it is coaching methods in sport, share market movements or career.

Monitor Change.

In the book, the suggestion is to smell the cheese often so you know when it is getting old. In the real world it may be about sensing when you or your organisation is in a rut and life is changing around you.

Adapt to Change Quickly.

In the book, the characters, except for Hem, learn that quicker you let go of old cheese, the sooner you can enjoy the new cheese. In the real world, we often carry the baggage of fixed positions inappropriate for a changed environment.

Change.

Move with the cheese. In the book, the characters who move with the cheese find new cheese and prosper whilst Hem fades into obscurity. In real life the people who actually make the changes needed in their life to accommodate changes in their environment succeed more often than those who do not.

Enjoy Change.

In the book, the mice learn to move to the new cheese by trial and error, learning to anticipate change without thinking. Haw learns to savour the adventure of change and the taste of the new cheese. In real life the journey of change can be enjoyed with the repeated excitement of doing something new once it is mastered.

Be Ready to Quickly Change Again and Again.

In the book, the cheese keeps moving. In real life, change is not even constant. It is accelerating as technology grows exponentially.

If you are managing change consider the following from the book; "If you do not change, you can become extinct". Use the statement to provoke a reaction and get a discussion going.

Then ask the people you are managing and yourself the question; "What would you do if you were not afraid?" Their answers and your answer may surprise you.

To see more articles visit http://www.changefactory.com.au

Change Management Is Coming Again In The Auto Industry

2009-01-08T00:00:00.001-08:00

Writen by Lance Winslow

With all the problems at the US Automakers we have seen lay offs, stock price declines, profit estimates slashed and some shake up at the top as well. That is right Change Management has occurred at many of the Top Companies such a Ford Motor Company, DaimlerChrysler and General Motors. Still industry analysts say that there is much more change management to come in the future. How much you ask?

Well quite a bit actually, you see this was just round one at Ford Motor Company as they announced 14,500 lay offs and they have already pre-announced nearly 100,000 total. So the 14.5 K is a relative drop in the bucket of things to come many fear. Ford has offered 70,000 buyout packages and even the Union Bosses agree that they should take those packages. But indeed Ford is only one company and we have not heard from GM as to their plans in the short term.

Will there be a huge shake up at General Motors too? And when will this occur? It might be sooner or later say analysts. They are closing factories and already admitted that and therefore the big lay offs will be coming and that also means regime change at GM; change management. The question the industry is asking is who is going to come and who is going to go? One thing all analyst do agree on is that we will know soon enough.

"Lance Winslow" - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

Cfos Need To Know The Fallacies Behind Quotbusiness As Usualquot In Relation To Human Resources Practices

2009-01-07T00:00:00.001-08:00

Writen by K. Calhoun

What are your people worth?

"PEOPLE ARE OUR MOST IMPORTANT ASSET." How many times have you heard that? More important, how many times upon hearing it have you nodded politely and then changed the subject to something more, ah, important? Human resources receives far more lip service than respect, but economic factors factors are making HR the subject of some truly substantive executive discussions-and expenditures.

Human resources as a lowly cost center
The Human resource department is traditionally inundated with excessive hard and soft costs. This single department is a necessary evil. HR is not part of any company's core line of business, which creates these hard and soft costs. These costs revolve around management of documents for each employee. If the career of an employee is broken up into 3 phases, HR's document lifecycle looks like the following:

Pre-employment: 15 to 20 documents including job description, application, search agency contract, interview checklist
Employment: 14 to 18 one-time, and 3 to 5 annual documents including nondisclosure, non-compete, handbook acceptance, performance reviews
Post-Employment: 3 to 6 documents including - termination, COBRA election, exit interview.

The above documents, and many others travel extensively throughout an organization during the career of a single employee. A simple example is the interview process. A manger generates a request to fill any open position on a preprinted form. That request is manually distributed to upper management for approval. Once approved, the request is manually distributed to the HR department. As applicants submit resumes, qualified prospects are manually distributed to managers for interviews. Manual notes are taken and then the interview checklist is manually distributed back to the HR department to repeat the same process for as many interviews as it takes to fill the position.

This repetitive back and forth flow of HR documents is only interrupted by the monumental task of physically filling, tracking, and securing these documents. Most companies will have independent filing cabinets containing documents, such as resumes, letters of recommendation, performance reviews, and more, for each employee. Some organizations will have another set of filing cabinets dedicated to medical benefit documentation. Managing multiple sets of records requires clerical support and administrative overhead.
The Human Resources Department is outmanned. Studies indicate that there are 85 employees for every 1 Human Resources representative. Every year these numbers become even more lopsided by 3 to 5%. This coupled with the fact that every employee has a permanent file containing between 32 to 44 documents, proves that Human Resources is drowning in paper.
Throwing HR a Lifesaver
Human Resources can be saved. Document Management solutions were specifically designed to handle the overwhelming flow of paper. HR documents no longer have to originate in a paper format. They no longer have to be manually distributed back in forth through the organization. They are free of being stored insecurely in outdated filing cabinets.

Implementing a proven document management solution would positively affect the following areas of an HR document lifecycle:

Creation - Documents are created on web forms, not Paper.
Distribution - Documents are distributed electronically via rules based routing, not manually.
Storage - Documents are securely stored electronically, not on someone's desk or filing cabinet.
Retrieval - Documents are retrieved from a desktop with the correct security clearance, not after a manual expedition to records room.
Security and Compliance - Multiple levels of passwords and rights restrictions secure documents, as well as automatic audits trails, and not inaccurate fallible manual efforts.

Benefits of Automating the HR Process
Improved Management All HR related information is available on-line providing managers more information to base their employee management decisions.
Increased HR Manager Productivity Human Resource's self-service capabilities reduce inquiries to HR from employees and managers, freeing HR managers for other tasks.
Lower Administrative Costs Document transportation costs are eliminated, as are the cost of physical storage space: office space, filing cabinets, offsite storage, microfiche equipment, etc. Clerical time is no longer spent looking for lost or misfiled documents.
Leverage Existing ERP Investments HR managers, line managers and employees continue to use their existing ERP interface and tools, assuring rapid adoption of the optimized processes and reduced training time.
Improved Control and Compliance With the system's workflow enforcing accountability and all actions automatically recorded in an audit trail, compliance with corporate standards and legal regulations is improved.
Enhanced Security Human Resources restricts access to personnel file information, enabling adherence to regulations such as HIPAA and EEOC.
Smoother Audits With all HR related documentation available on-line from within the ERP system, internal and external audits are completed in less time with fewer people affected.
What Are You Waiting For?

As you can see, fallacies behind the phrase "business as usual" are not immediately apparent. When companies take the time to look for ways to improve business, these problems are discovered, especially when it comes to Human Resources.
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American Auto Makers Have To Change So Do We

2009-01-05T00:00:00.001-08:00

Writen by Geoff Ficke

The past few weeks have presented nothing but bad news for the formerly world leading American automobile industry. Henry Ford must be rolling over in his tomb. Alfred Sloan, the architect of the multi-division General Motors juggernaut, is a very sad "car guy" in the sky these days. Plant closings, huge employee layoffs, lost market share and horrid fiscal performance indicate that the "big three" (including Daimler-Chrysler) are in big trouble. They must change, and change is not pleasant for huge business complexes, or for employees, suppliers or customers.

This brings to mind a change that occurred right before my eyes as a small boy growing up in Kentucky. Several times each week, a horse drawn ice wagon would pull up in front of our little house and deliver block ice. The iceman was named Herb. My mother would always pleasantly greet Herb and they would exchange small talk, how about that the Reds game last night or the nice weather we were enjoying. Herb was a hard working and very nice man. And then, one day this regular ritual in our lives abruptly ended.

My parents bought a refrigerator. The hand delivered block ice that was essential to keep the old icebox cool was no longer needed. My mother was very concerned about the effect our new wonder appliance would have on Herb. She met him in the yard and told him as gently as possible that his ice deliveries were no longer needed. Then she asked him if he would like some iced tea and to sit a minute.

As clearly as I remember anything in my youth, I remember that conversation. Herb knew the inevitable march of progress and technology; in this case a 12 cubic foot Frigidaire, meant that he was soon to be looking for another line of work. It was sad. He was very matter of fact and my mother tried to be encouraging. Over the next few months we saw Herb in the neighborhood less and less. Within six months the ice Company was out of business.

Accept Change or Get Run Over

Like the barrel industry, the bicycle industry or dozens of other formerly thriving business segments, the ice delivery service, and now the American automobile industry was forced to change business models. If change were not embraced, indeed aggressively pursued, industry subsets would be superceded by new upstarts and technologies. "The Big Three" still have an opportunity to adjust to new market realities, but they will have to be relentless in the pursuit of economies, creativity and changing cumbersome bureaucratic business cultures.

Change is short-term pain. Managers will be significantly fewer. Blue-collar workers will not earn $65,000 plus per year for unskilled labor in new jobs. Communities will undergo brisk changes in tax revenues, real estate prices and shopping patterns. College plans will be upset. Retirement dreams will be delayed, in some cases destroyed. Parts suppliers will be pressed on pricing. And yet, the future for all effected parties can, and should, be bright.

Since the Luddites in the mid-19th century attempted to stop the industrial revolution and preserve old-world work models, there have been groups trying to thwart progress. Progress requires change. Fortunately, looking in the rear view mirror is not a widely admired American trait. The parties most effected by this sea change in the American auto business have multiple opportunities to re-train, re-strategize, and start new businesses and services. With normal American drive, work and creativity our society will be blessed with a new generation of wealth creation, entrepreneurs and growth. It has always been so.

We live in a global market place. Nothing will change that. If foreign auto companies make better products at a better price we have to confront, and overcome, these market realities. Americans always have in the past, and there is no reason not to foresee a bright, but different future, for every current participant involved in the radical restructuring of our formerly great auto business.

The American economy is the most dynamic in history. Opportunity abounds and is available to every citizen willing to compete in the marketplace of ideas, work hard and not look backwards. Ford, Chrysler and GM can survive and prosper. Nevertheless, understanding and preparing for change will separate the successful from the losers, or modern day Luddites.

Geoff Ficke is President of Duquesa Marketing, Inc. an international consulting firm with over 35 years experience in creating customized strategies and business plans, product development and funding opportunities for entrepreneurs, inventors and small business expansion. Mr. Ficke is also a Senior Fellow at the Page Center for Entrepreneurial Study at the Business School, Miami University, Oxford, Ohio. He can be reached at 859-442-5834 or through the company website, http://www.duquesamarketing.com.

Managing Change Principles For Success

2009-01-04T00:00:00.001-08:00

Writen by Vicki Heath

The rate of organizational change has not slowed in recent years, and may even be increasing. In spite of the importance and permanence of change, most change initiatives fail to deliver the expected organizational benefits. It is little wonder then that the fear of managing change and its impacts is a leading cause of anxiety in managers.

To lend assistance, there are now available many guides to help change agents drive and manage change. These serve a very valuable purpose. Nonetheless, guidebooks can only assist so far. Every organization is different; different structures and processes, different environment and different culture, just to begin with. No guide, no matter how comprehensive, is able to offer prescriptions to suit every company's particular circumstances and objectives.

Add to this the fact that bringing about change in today's organizations is fundamentally about changing people's behavior in certain desired ways. Implementing the new accounting system hardware and software and distributing the new procedures is only the start. Managers, supervisors and operators need to be engaged enough to use the new system effectively. Much of the change process is about developing and nurturing relationships. An approach that displays integrity and engenders openness and trust with all employees is a necessary ingredient of success. This goes to the heart of what change agents, sponsors and implementers are as opposed to what rulebook they follow.

A principled approach to initiating and managing change will fill in the gaps left by the guidebooks and bring to life the human dimension of change. There are five principles that generally underlie successful change programs. These principles are supported by a wealth of research and experience and are summarized below. Adopting these principles in both spirit and practice will enhance significantly your program's chance of realizing its proposed benefits. Let us look at each of these principles in turn.

1. Sponsorship

The change program has the visible support of key decision-makers throughout the organization and resources are committed to the program.

How this principle can be applied: A senior executive is nominated as Program Sponsor.

2. Planning

Planning is conducted methodically before program implementation and committed to writing. Plans are agreed with major stakeholders and objectives, resources, roles and risks are clarified.

How this principle can be applied: A Business Case is written and approved prior to implementation.

3. Measurement

Program objectives are stated in measurable terms and program progress is monitored and communicated to major stakeholders.

How this principle can be applied: Program milestones are defined.

4. Engagement

Stakeholders are engaged in genuine two-way dialogue in an atmosphere of openness, mutual respect and trust.

How this principle can be applied: Employee representatives sit on the program steering committee.

5. Support structures

Program implementers and change recipients are given the resources and supporting systems they require during and after change implementation.

How this principle can be applied: New procedures are documented.

The social, legislative and business environment is changing constantly. This permanent state of flux is placing increasing demands on our managers to proactively drive change and on our employees to be ever adaptable. Rulebooks and guides can only go so far in providing assistance. The recognition and adoption of certain change principles will fill in the gaps and provide the necessary human dimension to any change initiative.

Such principles will need to center on the importance of executive sponsorship, methodical planning, goal setting and progress reporting. In addition, the human dimension of change will need to be embodied in such principles as the value of engaging the various stakeholders and providing initial and ongoing support to the change implementers and recipients.

Vicki Heath is the Director of Business Performance Pty Ltd, a company providing practical online information and resources in a range of business areas, including change management. Her company's guides, tools and templates assist organizations engage and develop people, manage organizational change and improve project delivery.

Her comprehensive guide, Managing Change in the Workplace, is intended for everyone expected to lead, manage and implement change. It covers every aspect of managing change, including essential principles, managing stakeholders, dealing with resisters, the role of project management, building effective change teams and more. The Guide is complete with a reusable and customizable workbook. Download the Guide and the free Change Role Skills Gap Worksheet at http://www.businessperform.com.

Where Do You Begin Begin With The End In Mind

2009-01-03T00:00:00.001-08:00

Writen by Donald Bryant

I know that many of you want to make things better at your sitemake things safer, have your chronically ill patients become much healthier, get home on time from the office consistently, and much more. So, where do you begin?!! I like the answer given by Stephen Covey in "The 7 Habits of Highly Effective People (if you haven't read it yet, I highly recommend it). He says to Begin with the End in Mind. What can this mean? He states that all things are created twicefirst mentally and then physically. So, the first step is to have a vision of what you want at your healthcare site. Do you want to reduce infections 60%-70% if your site is an ICU? Studies at the Institute for Healthcare Improvement show this is possible. If you are a primary care physician, do you want to increase the income of your practice 10%-20%, leave the office on time, and also dramatically improve the health of your patients? A recent issue of Family Practice Management demonstrates how. If you have primary contact with patients, do you want to consistently know all the prescriptions that they take so as to avoid conflict in medication or other undesirable outcomes? JHACO is requiring hospitals to reconcile medications for all their patients. A May 23, 2006 article in the Wall Street Journal discussed how hospitals are improving in this area.

The point that I am making is to first have a clear vision of what you want to achieve. You cannot make any long lasting improvements if you don't have a clear and detailed plan. As a builder needs a clear and precise blueprint in order to build a property, so you too must have a clear vision.

You cannot have an achievable vision, though, without knowing what is possible. Knowing what is possible will require that you become familiar with some quality improvement tools. This will take some education on your part or the hiring of someone with expertise. Don't fall into the trap of the Management Flavor of the Month, though; such a pitfall was recently discussed in a column by Carol Hymowitz in a May 15 article in the Wall Street Journal. She stated that leaders often try solutions that are popular at the momentLean, Six Sigma, etc. Rather, you should find the tools from these and other management styles that you and others on the staff can work with easily or that an expert can easily deploy at your site. The tools you use should fit your site and the employees there. There are many good tools available. Be sure to include ones that improve communication among all staff members and patients. You might want to use a kaizen event, for instance. You will want to find out how things exist in their present state so you can benchmark your improvements. This will require some sort of mapping process and basic statistical measures. Be sure to write a manual of the processes you adopt so that new staff members have a ready reference on the practices you want to maintain. These and many other tools can be found on the American for Quality's web site as well as the Institute for Healthcare Improvement's website.

If you hire a consultant to help, be sure that they are have a variety of tools available. American Society of Quality certified quality engineers possess such tools. Be sure this consultant is willing to guarantee the results the two of you agree upon if you follow his/her recommendations.

What then, is your first step in creating dramatic improvements at your healthcare site? Begin with the End in Mind and become familiar with a variety of comfortable tools.

Focus On Learning Not Training

2009-01-02T00:00:00.001-08:00

Writen by Kevin Dwyer

Nearly every organization I have ever worked for or with has a serious problem with training. They concentrate on training rather than learning.

The first indication of a problem is that the mediums chosen to impart learning are the poorest at retaining learning but are the easiest to organise.

Learning retention rates vary depending on the medium that is used to impart the learning. The usual training methods of lectures, reading, audio visual and demonstration (including role plays) have average retention rates of five, ten, twenty and thirty percent, respectively.

A chief financial officer revising these numbers would not have an anticipation of a high rate of return from training.

The average retention ate for discussion groups is fifty percent. Good role plays will result in discussion groups occurring. Unfortunately, most role plays are unstructured with the roles given cursory attention as to what impact they need to have on the learning required and the discussion which follows is as much about the acting ability of participants as it is about the key learnings.

Good role plays will structure the background of the individuals, the behaviour of the individuals, the environment in which they are operating and the responses required to specific situations of at least one of the participants of the role play. The discussion at the end of each role play will be similarly structured, looking for observation about content, not style.

Practice by doing has a retention rate of seventy-five percent. And yet, repetition of a task or a method seems to be considered as demeaning in many organisations. There is still much to be said for drilling concepts into people during and after the "training programme" to aid retention.

By far the most effective ways of ensuring that learning is retained is to immediately apply the learning in a real situation or be required to teach others. I have not seen either of these alternatives to improve retention of learning employed except by the occasional individual diligent manager or supervisor.

When it comes to the medium of training, the tried and true lectures with audiovisuals and a few role plays are the norm. The training department generally checks whether the training was enjoyed and was considered relevant by use of the reaction sheet. This is always in the affirmative of course if the training was conducted overseas or in any location considered exotic.

Reaction sheets bring me to the second indication that training departments concentrate on training rather than learning. Whilst a reaction sheet is important to determine whether the trainer and the programme delivered are suitable, they are only a fraction of the story if the focus is on learning rather than training.

What is more difficult and more important to measure is whether the learning is actually relevant to the participant's workplace not just intellectually stimulating and theoretically relevant to the workplace, which will score high on a reaction sheet.

Learning which cannot be used in the workplace is not only forgotten, but it has no chance of changing behaviours at the workplace and changing the bottom line of the organisation.

Kirkpatrick's four levels of training evaluation has been around, discussed and built on since 1994 and yet few organisations actually measure beyond the first level, which is the reaction sheet. Kirkpatrick's four levels are reaction, learning, transfer (to the workplace) and results. Kirkpatrick's evaluation model is a model for evaluating the level and impact of learning and not training.

A good instructional designer will insist that the determination of the measures to be used at each of the four levels is completed as part of the instructional design. But this rarely happens as organisations remain focused on the training and the trainer rather than learning.

The third indication that organisation's focus on training rather than learning is that whilst most training is lectures combined with audio visual and role plays with a low retention rate, hardly ever is there an attempt made to increase retention rates by providing a means to revise the material learnt.

People who participate in traditional training methods and have no intervention which requires them to revise the material will forget over eighty percent of what they learnt within eight weeks. People who have some intervention forget about twenty percent of what they learnt.

If organisations introduced something as simple as a revision test, the potential for a return on training investment increases by a factor of four.

Some organisations truly see training as an investment. However, most pay the notion of training being an investment lip service. It is not hard to understand why, when the concentration is so much on training and so little on learning applied to achieve an end result.

Organisations need to learn that training is about the organisation, learning is about the person.

To see more articles visit http://www.changefactory.com.au

Six Sigma Training An Overview

2009-01-01T00:00:00.001-08:00

Writen by Tony Jacowski

The unbelievable results achieved by the pioneers of the Six Sigma management methodology and implementation were not realized overnight. Concerted efforts of by the entire organization and unwavering support by top management over a long period of time are what it takes to see results. The employees of an organization, through specialized Six Sigma training, play key roles through 6 sigma implementation. The key players in 6 sigma implementation not only need specialized Six Sigma training, they also need a different mindset and dedication to the process.

Six Sigma Training What Is It?

Six Sigma training is available from various institutes certified to provide the training using either offline or online delivery methods. Six Sigma training is aimed at providing comprehensive and rational methodology and techniques. Six Sigma training courses normally cover process improvement techniques as stepping stones for students and lead to either green belt or black belt certifications.

Six Sigma training course fees normally vary from $450 for a one-day course, up to $6000 for a two-week lean 6 Sigma program. The Champion's Leadership Program is conducted onsite only. Still, there are some other institutes that combine the black belt and green belt Six Sigma Training into what is known as the 2+2 format. Attending this dual Six Sigma training helps improve internal company synergy in addition to giving the organization greater flexibility.

What Do Six Sigma Training Courses Cover?

Six Sigma training courses leading to certifications in green belt and black belt are usually designed to cover one module at a time. One such module is the control module, for example. The Six Sigma training course places emphasis on the statistical aspects of process capabilities and process control.

Objectives Of Six Sigma Training

In brief, Six Sigma training introduces students to both the DMAIC and DMADV methodologies. The core concepts of these techniques, quality standards, charts, plans and analytical techniques are also covered in the course.

Who Is Eligible To Take The Six Sigma Training Course?

Any member of an organization who is a manager, technician, operator, teacher or engineer, regardless of where he or she is working, can take a Six Sigma training course. Employees may work in industries such as education, IT, and government, provided they have demonstrated an aptitude for learning complex DMAIC techniques.

Up The Rung Six Sigma Training

Master Black Belt and Champion Six Sigma training is utilized for producing coordinators and decision-makers who will play key roles in the implementation and success of Six Sigma across the organization. The focus of the Six Sigma training will be to prepare Champions to identify the elements of critical business processes. Students will, upon certification, be able to bring about the changes necessary to their organizations both during and after the implementation of 6 sigma. Unlike the Green Belt and Black Belt trainees, who are required to devote 75% of their time for Six Sigma implementation, Master Black Belts and Champions dedicate 100% of their time to successful implementation of the program.

What these Six Sigma Training courses don't teach you are not taught anywhere else, either. Future vision, ability to lead, and the skills to motivate the organization also must be mastered in addition to the formal Six Sigma training process.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions Six Sigma Online ( http://www.sixsigmaonline.org ) offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

Change Management And Competition For The Top

2008-12-31T00:00:00.000-08:00

Writen by Lance Winslow

There are a lot of change management issues at the top of any corporation and sometimes when there are many divisions with presidents we see all of them are vying for the chairmanship or presidency of the entire multinational conglomerate corporation. For instance let's look at General Electric under Jack Welch.

Many of General Electric’s divisions such as their commercial credit division, their energy products division, their medical division and their plastics division all had top-notch management and in each of these upper echelons was a man or woman who was at the top of their game. Each of these individuals was qualified to run the entire General Electric Company after Jack Welch retired.

Of course, Jack Welch and the Board of Directors had to hire one of them. Knowing that who ever they didn't hire would most likely leave the company and some headhunter would indeed make a huge commission to put them at the top of another company. These people were the top of the top of corporate management and everyone in the world knew it.

These top dogs who did not become the President of all of General Electric in the other divisions left the company for other companies. In doing so, everyone else moved up a notch. But this massive change management and severe competition for the top took its toll on general electric in the short term due to the management shakeup and therefore it is now studied at the top business schools of the nation. Change Management is a serious issue indeed. Please consider all those in 2006.

Lance Winslow - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; www.WorldThinkTank.net/wttbbs/

Change Management

2008-12-30T00:00:00.001-08:00

Writen by Atul Shiva

"It is not the strongest species that survives, nor the most intelligent, but the most responsive to change". -Charles Darwin

The world today is changing faster than ever before. Technological developments, financial constraints, expanding markets, restructure and mergers, new philosophies and government legislation are all putting pressure on organizations to change. Yet the process of change is far easy from easy, and implementing it successfully makes considerable demands on the managers involved.

In our fast moving, highly competitive global marketplace, change is continuously required, if an organization is to remain competitive. A company can't remain on the cutting edge by standing still. The key to effective organizational performance lies in the competence and commitment of the people. The clue to effective and successful management lies in understanding the nature of people, their behavior, drives, hopes, fears and expectations, and the circumstances and activities necessary to bring the best act of them. To respect and value people is a basic pre-requisite for effective managing of human resources so organizations have to create the conditions for fostering managements need to create structures and cultures that are positive and organic and develop individuals and groups to their full potential to face emerging challenges.

Kinds of change:

At present scenario basically four kinds of change process is emerging and prevailing in any economy.

1. The first kind of change is the overall change in structures, composition and management of the company because of various mergers and amalgamations taking place in companies. These mergers and amalgamations are of three types. First one is of Vertical mergers, i.e, merger of small organization with a bigger organization. The second one is Horizontal mergers, i.e., similar kinds and strengths coming together to form a big company,. The third is cross mergers, i.e, different types of companies collaborating to capture more market share and size.

2. The second kind of change process begins in an organization when a new product is launched in a market. Further this kind of change is made for two reasons, that is, follow market skimming to earn Goodwill, money and reputation in the market. The second policy is of market penetration just to capture more market share and to expand customers base by lesser price policies.

3. The third aspect of change is incorporated whenever a new leadership is introduced in an organization. This result into major shiftovers from in policy to another which can sometime lead to productive changes and sometime can attract retaliations from the staff members.

4. The technological advancements and latest developments is the fourth major driving force to initiate the change process in any organization, because it can result into major capital expenditures and complete change of existing structures.

Major Preparation for change:

For any organization to incorporate the change it must prepare in advance and follow some of the following mentioned steps to handle Change:

1. To implement any kind of change the first and foremost an important element is that the leaders must be respected and effective in the management so that they are effective enough to enforce the change process easily.

2. Secondly the motivational processes and techniques must be carried in such a planned way and manner that each and every employee must be highly motivated enough to implement the change easily.

3. Thirdly an organization must remove the aspect of Complacency in it. This can be done by

- Generating in formations about organizations situations about current and prospective problems.

- Creating opportunities for employees to educate management about dissatisfaction and problems.

- Creating a dialogue on the data and statistics so collected and generated.

- Setting very high standards and expect people to meet them.

Conclusion: - Change is a complex phenomenon. Whenever an organization imposes new things on people there will be difficulties. Participation, involvement and full communication are the important factors to bring effective change process in an organization.

Atul Shiva is a Lecturer in Commerce in Sri Aurobindo College of Commerce and Management, Ludhiana. I have done M.Com from Panjab University, CHandigarh with specialisation in Accounting and Finance. My major area of interest is Management, Acccounting, and Economics. I desire to be a Principal of a reputed college in my life.

Business Golf The Questions Business People Should Ask Themselves

2008-12-29T00:00:00.001-08:00

Writen by Scot Duke

Why do you believe in what you believe?

I am not talking about your Religious beliefs. I am talking about the belief people have in something that will work, or not work.

Let's take business practices you believe are successfully to doing business. Or, the procedures you take in doing business because you believe it will work.

Granted, there are some really sound business practices business people should follow that are more than a belief and are more proven to work, or not.

But, there are some proven business practices that could be improved.

Let me ask you a question EVERY business person should ask themselves when it comes time to improve your business' bottomline.

What is the one thing you do that is successful in doing business?

Usually the answer will consist of several things you do to secure business because you believe you need these several things to be successful. See, you have a belief that needs improving

Why? Well, 'Why' is the question you should ask yourself more than any other question. For, to understand 'Why' something is done builds your belief in that 'something'.

If the answer to 'Why' is something you did not know, then you learned something. So, learning the answer to 'Why' is the first step to believing in something.

Lets get back to the original question of the one thing you do that successfully brings in business, improves your business or, even better, elevates your business' image.

If you answered the questions with something like 'the most important thing I do to successfully do business is to get to know my customers better' then you have either read my book on How To Play Business Golf, or you have figured out the most important thing you need to do in business.

Now, ask yourself, 'does knowing your customers better really make your business successful?'. The answer is simple, 'Absolutely'. If you believe that it is the most important part of you doing business and you believe you are going to continue to make an effort everyday to talk and visit with at least one customer a day, then you have established a belief.

Now, let me answer the question 'Why'.

Getting to know your customers is more than sending them an invoice with 'Thank You, Have a nice day' written on the bill, or mailing out Holiday Cards once a year.

Getting to know your customers is taking the time to personally visiting with them at least three times a year; to get to know them as a person, not as a client. Even in the legal and medical professions, there is a need to learn more about the client than their legal or medical problems.

As is the case in every business, getting to know your customer is getting to know the problem before it happens.

What you learn when visiting with a customer is their likes and dislikes. This is very important information you will need in order to do business with them. It also provides you knowledge of a problem before it gets out of hand.

Knowing your customer allows you to prepare your business to keep your customer, or to compete in the market for your customer.

Also, the time spent with your customer allows the customer to get to know you. This really pays off, especially when it comes time for your customer to decide who to do business.

On the same note, when your customer gets to know you they are more than likely going to refer their friends to you. When you let your customer know that your intentions are to get to know them better so you can better serve them they are going to pass that on to their contacts.

So, the direct answer to the question 'Why do I need to get to know my customers' is this..

The more you know about your customer the more you know how to do business with them. And the more you know what your customer thinks of you, and your business, the more you are prepared to improve your business.

And the best answer to the 'Why' is, If you are doing well with this customer he is going to let his contacts know how you do business, which brings you more business.

Now, let me take this a step further. From taking the time to visit with customers to learn what they think about your product or services you have eliminated the time you would have had to take to do damage control on the way your business would have been running. So, you get to use your time more effectively building solid business relationships instead of spending even more time constantly making apologies for the way your business is going.

Having already solved problems before they happen will open up more time to think of things to do to improve your business.

So, now, the answer to 'Why' has developed your belief in something.

Now lets take the other side of the coin on the answer to the original question, 'what is the one thing you do to successfully do business'?

There are many of you who work for someone or have a position in a company that has nothing to do with customer contact. Being from that environment I can truthfully say that companies who do not support these operational employees in providing them an opportunity to periodically get on the frontline with the customers are very, very short sighted and are missing out on some great opportunities to increase their business and corporate image.

If your business has 100 employees, you have 100 business representatives. No matter if they are the stockmen in the warehouse or receptionist in the front office, they are your business. When someone asks them who they work for, they are telling that person they are working for your business. This instantly makes them one of your company's representatives. The businesses that take advantage of this are the businesses who know how to be successful.

Every business that has employees should encourage each of them to take part in building relationships with customers.

Why do I believe it can be done? Well, that is because I know it can be done.

Many years ago, when I was stuck off in a sea of cubical, typical to corporate America workplace, I received a call from one of the company's many disgruntled customers. How he got my office number is still a mystery, but I suspect that someone I knew personally provided him with the information. And, why he was calling me was simple, he could not get a live person on the 800# that all large companies are providing their customers to call to air their concerns.

What this very upset gentleman wanted was to talk to someone. Just anyone in the company to talk to him and hear what his concerns where. The gentleman had little expectation that anything was going to be done to fix the problem he was having, he just wanted to air his concerns in hopes that someone would understand his situation and fix the problem so more customers are not miss-communicated to

Now, my job then was to process reports and coordinate with internal departments to make sure they got the information they needed to do their job. Usually this responsibility would take about 10 hours each day to get the work processed. So, needless to say, I did not have the time to take to talk to a customer about his problems.

But, after an hour and half of listening to the customer's concerns I found it very disturbing what he had been told by the company's representatives who are responsible for making customer contact. Being a good corporate citizen I needed to address his issues so other customer would not had to go through what he had to go through.

After completing the conversation with the gentleman I compiled my notes and looked for the root problem that was causing the gentleman's concerns. What it boiled down to was there was not relationship built with the gentleman when he contacted the company to do business.

There was nobody interested in knowing that the gentleman was handicapped and was taking care of his ailing mother. Nobody even wanted to know if the services he wanted to purchase would help his situationnobody wanted to know his likes and dislikes

Knowing how this corporation worked I knew that getting a change made would take a long time and would not meet this customer's needs right away. And I also knew letting my superiors know what had taken place would just be half heartily taken seriously.

I was more than likely going to be asked 'Why' I talked to the gentleman. It was not my job to talk to customers!, or 'Why' did I not hang-up on the gentleman?, or 'Why' did I not forward him on to someone in Customer Service?

Knowing then how powerful getting to know a customer's needs where, I did what I thought was correct and called the customer's sales rep and explained what took place. The sales rep was totally shocked and committed to contacting the gentleman.

What I believed to be a situation where nothing would get done to save a customer turned out to the contrary. A few days later I received a call from the gentleman thanking me for taking action and he reported that the sales rep did call and the situation is on its way to being taken care of

So, as you see, I had a belief in one thing would happen, which after asking why does it have to be that way, changed my belief in that it didn't have to happen that waya prime example of how w belief can be changed or improved.

If you are one of the many, many business people from very large companies, who answer the question with 'there is no way I can take the time to talk to any of my company's customers' then you probably are spending all of your time in damage control or fixing problems instead of keeping the business under control You are not getting to a point where you are seeing the problems before they occur.

Lets take a look at this problem, because if you are having this problem of not having any time, or feeling that 'talking to a customer' as not being important, than you have build a belief that needs to be changes.

How do you go about getting this belief changed? Ask the questions 'Why'.

Why is it you do not have the time to take to pick up the phone and call a customer?

Is it because you are sitting in a cubical shuffling paper doing the work of what use to take five people and have a duty that does not require any customer contact?

Is it because you are in the warehouse filling customers orders and are jumping through all kinds of hoops to get the orders filled on the schedule?

Or, is it you are actually talking to customers, but what they have to say is confirming a problem they have with your business you believe you cannot change?

See, in a way, I have asked 'Why' in an attempt to better understand your belief. And what I learned is that your belief is based on something that should have been done from the very beginninggetting to know your customers better.

OK, so you do own a business, or you are part of a company that needs to change its belief in how to successfully do business. How do you go about making the change?

First, when you start asking 'How' questions, you are taking steps to making the change in a belief. Asking a customer the 'How' question is the fastest way to finding out How to change your belief in being successful.

But, before you make the changes need to get to visiting with customers and asking them questions, lets talk about what needs to be done to prepare for those visits.

No matter if you are a one person business or you own or work for a company with 100 or more employees, the first thing that has to happen is in your acceptance of CHANGE. Yes, change is hard for some people to do.

Change means you will have to stop what you are currently doing and move towards doing something different. Change means you have to take some time to retool the way you do business. Change means your employees are going to have to learn something new, or learn to do something different.

What you have to understand is that change causes friction. Anytime someone has to stop what they were told to believe was the things to do to get their job done you are going to get friction. Just like when you push the brakes on your car to hard, your tires are going to screech against the pavement.

The same thing is going to happen with you and your employees. So, 'How' do you deal with it?

To deal with change is to expect un-acceptance of the change. If the change you have to make is that everyone in the company is going to take one day a month and take a customer out to get to know them, expect that someone is not going to be un-comfortable with this.

Think out what it is you want to change and how you want to change it. Then sleep on the changes. If they feel as good or better when you wake up the next day, then you can expect that the rejection to the change by your employees to be minimum.

The most important thing is to believe in what you are changing to will be successful. If your employees see your confidences in your words and actions they will follow. If not, then you may need to find a few new employees who are willing to make the change and believe in what your company believes in.

So, now that you have prepared for the change let's talk about some of the changes you should make.

The direction of the changes you need to make in your SOP (Standard Operating Procedures) should stay consistent with all of your company's policies. If your goal is have each person in your company make a call on a customer one day each month, then there needs to be a well written and though out policy you promote as part of your SOP.

Being an operations manager, I know that if you have 100 employees you are going to have 100 days of lost productivity, and you are going to have as many as three employees out visiting with customers each day. This not counting the employees who call in sick, of are on vacation.

Overcoming these logistics is why you have to plan your change. Maybe you make your policy to each employee take a customer out each quarter. This would spread out the time away from doing their jobs.

You then start asking the What if questions.

What if you do not have 100 customers for your 100 employees to call on? Then make it where employees take one day each quarter to go to a Networking Function to make new contacts for your sales force. Or, ask your employees to find a potential customer amongst their personal friends and take them out for the day to let them know what your business is all about.

I am sure you are now seeing how much more your business has already grown by doing this. If nothing else, the word is going to get around that you allow your employees to take one day each quarter to spend with customers or potential customers. When it comes time to grow your business you are not going to have any trouble finding qualified employees.

OK, so you have done all of your homework and you have walked out a number of scenarios of how you want the change to work and you have developed an even stronger belief. It is now time to schedule the change.

This might be the toughest part of the change. Anytime you ask a 'WHEN' question, you are asking one of the hardest questions of all.

You are going to have to face it. There is no good time to make a change. Some would thing that the first of the year is good. If that feels good then do it. If you want to wait until the summer, then do it then. Whenever you chose, make it part of your belief that it is the thing to do.

Not we get to the decision making questions. ..the 'What' questions.

What can I do to make the change more comfortable?

The best thing to do is organize something special. Use your imagination. Make it fun. Most importantly, present the message that gives your employees confidence that the change is for the better

OK, you have made the announcement and the change is in place. Now 'What'..

What are some events, functions or activities your employees are encouraged to do to purposely allow enough time during a day to find out the most they can about a customer's likes and dislikes.

Well, have you heard about Business Golf? Yes, I have asked a Have question. A question starting with the word 'Have' is one of the most powerful questions that can be asked. That is because any question that starts off with the word 'Have' is providing you a solution, or something that could improve your belief.

Business Golf is more than just playing golf. If is playing golf with the sole purpose of building the most solid of all business relationships.

Now that you have made the change in your business to get to know your customers needs, Business Golf is a perfect business tool that offers your employees the opportunity to know your customers.

Business Golf also can be used to get to know potential customers as well. A very real simple solution to a real big problem.

So, let's recap.

I have discussed why people believe in what they believe and how sometimes beliefs need to be improved upon. I talked about the WHY, How, What , When and Have questions in learning how to change, or improve, a belief. And I told you about Business Golf and why you should use it to enhance your belief in your business.

Now, it is all up to you.

Scot Duke is a no nonsense entrepreneur whose mission is to show everyone how golf can be a fun way of doing business.

Using his 31 years of experience in operations management, business marketing and years of organizing golf events, he outlines his approach to bring golf into business as one of the tools to use to gain success

Recognized by his peers for his keen ability to manage towards success, Scot lays out the plan to follow to secure successful business opportunities through playing business golf.

Scot is President of Innovative Business Golf Solutions, LLC, a service company providing businesses with assistance in finding solutions to securing their valuable customer and employee base through using business golf.

Scot lives in Dallas, Texas with wife, Kat.

He enjoys golf, writing, business consulting, playing blues guitar, helping junior golf programs and getting involved with anything that has to do with golf.

Scot is also co-founder of Screen Door Open Charity Golf, Inc, a 501c3 non-profit organization, whose mission is to raise funds for junior golf

The Three Sides Of The Change Box And The Contents Of The Box

2008-12-28T00:00:00.001-08:00

Writen by Hans Bool

If the three sides of the box are about; the fundaments of the change, the organizational scope and the depth of the change or the impact, than there is still something missing.

It is not an important part. In fact, for managing change you should not give it too much attention.

The contents of the change is about the business area or the area of expertise. Each company has its own business environment or sector:

Agriculture
Consumer products
Energy
Financial services
Government
Industry and Business Services
Information technology
Pharmaceutical & biotechnology industry
Materials
Utility

The relevant question about the business area in relation to change is whether the energy needed to make changes is correlated with the contents or not. Put differently; is the challenge in managing change located in mastering new developments in the area of expertise?

Each environment like agriculture and information technology will experience alterations over time. Some of those developments will even make that different sectors will overlap each other; the supermarkets are able to issue travel and leisure services or even up to financial services.

If we look back to the depth of the change which has been discussed by "the change checklist," we know that the impact is related to business process and the required resources. The impact can be defined for any company in any business. The topics of change are similar in most cases. What differentiates one change from others is the specific business area the company is part of. But for managing change, this is hardly a topic.

This is especially true if you hire an external consultant or advisor. It is best that each "side" focuses on its strength. The change manager should know about some sector specifics, but too much interference with the content will delay the change process.

Resistance To Change Credibility At Stake

2008-12-27T00:00:00.001-08:00

Writen by Hans Bool

People often resist to change. Some resistance is productive because after dealing with this resistance the outcome of the planned change has altered. Management often is not (and can not always be) aware of all the implications where employees are because they are involved. As people resist to change, they must be convinced by management and this is often done through negotiation; the outcome of the negotiation is different than initially thought of. This outcome is more productive than the targeted outcome and the resistance has been constructive.

It is also possible that the announced change is perceived as only the first of a sequence of measures. People do not know what the outcome of the complete (change) process will be, but they (often rightly) suspect that the first measure is only a single step. And many more will follow with a possible loss of jobs as a final result.

Employees, experts, anyone involved in the operation is well aware of the communication behind a change. The change is perceived as a Trojan Horse; it looks alright from the outside like a present but the real identity of the change will soon be revealed and this will be all but positive impact (on the employee).

Take again the case of -- How-to-Deal-with-Unnecessary-and-Unproductive-Resistance the affected author will sense that the quality measure is only a first step on a road that leads to his dismissal.

Make sure if you are dealing with change that you are clear and honest about the final goal. If there is bad news, present it without disguise and do not start a series of measures that will lack credibility.

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management tools. Have a look at some of our free management tools

Change Management At Fast Moving Tech Companies Can Mean Disaster

2008-12-26T00:00:00.001-08:00

Writen by Lance Winslow

Change management and fast-moving high-tech companies can be devastating for the efficiency and innovative spirit of the company. All too often high-tech executives will find other work and leave the company to go work for another corporation. Most sophisticated high-tech companies understand this dynamic and therefore you strategies such as stock options and golden handcuffs to keep their managers and executives in place as long as possible.

Wall Street is also concerned with change management and fast-moving high-tech companies and they realized that when there is corporate shakeup at the executive level this could interfere with the company's productivity, efficiency and therefore profitability. Remember shareholders equity in quarterly profits are the most important thing to Wall Street and if the company cannot beat the Street with increased per-share earnings then there will be held to pay in the stock price.

Of course if there are executives or management teams, which are not working out in the various departments or divisions of the high-tech company there does need to be some shakeup of management otherwise it will run amok. High-tech fast-moving companies must move fast in the marketplace with their products, as well as with their corporate management teams to keep the pace up. Please consider all this in 2006.

"Lance Winslow" - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

An Educational Process For Change And Improvement Efforts

2008-12-25T00:00:00.001-08:00

Writen by Jim Clemmer

"Order and simplification are the first steps toward the mastery of a subject." Thomas Mann, early 20th century German novelist and essayist

Once a management team has established a change and improvement plan, there are many ways to help everyone in the organization understand what's going on and why. These include one-on-one discussions, group presentations, workshops or seminars, videos, printed materials, and the like. The best approaches are personal and interactive. Rather than just presenting the changes or improvement plan, effective education and communication engages everyone in discussions that deepens understanding and provides feedback, options, and further ideas to the team guiding the improvement effort. That's why workshops or seminars featuring presentations and discussions by senior managers are such an effective educational tool in the improvement process.

Following are the key components in roughly the order they might be used in an educational workshop or seminar. Obviously those points that will be the most important to the audience, the organization's culture, and the direction management is trying to move toward need to be stressed or highlighted. Why Should We Change or Improve? this is the first and most critical step. Changes and improvements that's don't seem to have solid reasons behind them look whimsical. They will (and should) be resisted. Those reasons should talk in terms of the audience's interests.

Balancing Leadership, Management, and Technology everyone needs to understand this critical balance. Managers might pinpoint where the organization or team is now, and what needs to change in order to move to a better balance.

Self-Leadership leadership is an action not a position. The organization needs to be "leaderful." In today's fast-changing world, we need everyone to be proactive and take the initiative to continuously improve themselves, their teams, and the organization.

Focus and Context the team or organization vision, values, and purpose need to be clear and compelling. We can also help everyone develop their personal Focus and Context and look for ways to align their own with those of their team and the organization.

Customers/Partners understanding and drawing a customer-partner chain (with performance gap data if available) that puts the audience we're working with into the middle of the big picture. Organizational Learning and Innovation outline and discuss how the organization is searching for deeper latent/unmet needs, exploring new markets, experimenting, and learning from clumsy tries. Then clarify the role and involvement of the audience.

Team and Organization Goals and Priorities present and discuss team and/or organization's strategic imperatives, improvement targets, and key measures. Outline and discuss the cascading goals and objectives along with the ongoing review process the audience will be involved in.

The Improvement Model, Plan, and Process introduce, update, or clarify the improvement model being used and why. Walk through all the sub-components and the plans that have been developed (or are developing) for this planning period. These should include improvement structure and process, process management, teams, skill development, measurement and feedback, organization structure and systems, continuing education and communication strategies, reward and recognition, and plans for regularly reviewing, assessing, celebrating, and refocusing the improvement process.

Improvement Tools, Techniques, Principles and Practices introduce or review the methods that the team and/or organization will be using. Discuss how this group will be trained and expected to use the improvement tools and approaches.

Next Steps explain what's going to happen next and how the audience can expect and will be expected to become further involved in the improvement effort.

Going For Growth Debt Rateofreturn And Risk

2008-12-24T00:00:00.001-08:00

Writen by Sanford Kahn

All businesses make investments in both plant and equipment, and also in their employees. Depending on the type of enterprise, some businesses will have more invested capital than others. For example, a manufacturing oriented business will have substantially more hard physical capital invested than one devoted to service. No matter the type of business, the primary question remains the same. The question is--- what is the purpose (or goal) of any business investment? The answer--- the purpose of any investment is to increase the net worth of that investment.

Then, how do you accomplish this? This is accomplished by maximizing the return on invested capital. Unfortunately, therein lies the rub. By maximizing your rate-of-return on invested capital you also maximize your business risk---- and also your competition. If you wish to shoot for high returns, then you have to accept a higher level of risk. If you can concisely take all the wisdom in the world and melt it down to a single sentence, it would read --- there is no such thing as a free lunch. (Although, at times, it is possible to transfer the cost to someone else.)

If you are in the business world you have to accept risk. Business is risk. There is a difference, though, of shooting for the moon and taking a calculated risk. The financial debacles of both Enron and Global Crossing illustrate an important point. Both companies decided to utilize large amounts of leverage (debt) to quickly expand both their top and bottom lines. In their conceit they forgot one important rule when utilizing debt. Even the ancient Persians know that LEVERAGE IS A TWO-EDGED SWORD. When business conditions are in your favor, leverage can rapidly expand both your top and bottom lines.

Market economies are characterized by turbulence and chaos. They are not well behaved organisms. In other words they are not linear. They are not predictable. Most likely, it is not a question of will the business environment change to adversely impact your original plans but when. When this happens, reverse leverage can cut you to ribbons.

The bankruptcies of Enron and Global Crossing plus the difficulties Tyco International encountered all were based on what I call corporate swagger. Assuming an optimistic business scenario, they all took on an enormous amount of debt to expand their businesses rapidly. Due to their overconfidence they did not ask the suitable question when they were ballooning their debt to equity ratios. This question is--- if the market conditions change (they will), can we manage the burden of this debt without hitting the ropes and going down. If this question was initially asked, they and many others could have saved their stockholders and employees much grief.

A business example that illustrates the role of investment suitability is the misadventure of Pacific Enterprises Corp. In the l980's Pacific Enterprises, a large gas utility holding company in southern California, bought the retail drug chain Thrifty Drug Corp. (now part of Rite Aid). The company thought they could easily transfer their expertise of managing a utility over to the retail drug business. Bad decision! They overpaid for the retail drug chain by issuing a large amount of corporate debt. In addition, they knew nothing about the unique problems of managing a retail drug establishment. They simply got too far afield from their core business. Their losses started to grow and the company's stock value plummeted. Pacific Enterprises was forced to sell Thrifty Drug Corp. at a sizable loss. The investment they made in Thrifty was not a suitable one when compared to their core business.

The nexus between business risk and maximizing your rate-of-return is suitability. Suitability is the most important investment criterion whether on a personal or business level. Not only does it concern the investment that is made, but also how it is financed. Is it financed by taking on a substantial amount of debt or by equity capital (common stock or internally generated funds for example)?

Which one is for you? Debt is more risky, but allows for faster growth. Equity financing is not as risky and hence allows for more stable growth. Without asking yourself the question as to whether this particular investment is suitable to my operation, you may make reckless business decisions that do not mesh with sound financial management and your basic business philosophy.

Sanford Kahn, Business Author/Speaker, has been a professional speaker for over 30 years to both the corporate and national trade and professional association markets. He was the host and producer of the popular Times mirror cable vision series "Ask the Economist". Mr. Kahn has authored many articles on the business impact of future economic trends. His most recent publication is The Great Economic & Business Myths That Dominate Our Lives. For more information please visit his web page at http://www.businessspeaker.biz.

A Sick Company Needs To Concentrate On Its Core Competence

2008-12-23T00:00:00.001-08:00

Writen by Mike Teng

The surgeon operates only one patient at a time. Similarly, a sick company needs to concentrate on its core competence.

During the turnaround phase when the company is on the brink of bankruptcy, there are time and resource constraints. The company needs to concentrate all its resources on doing a few major things right. You should have a laser-sharp focus just as a surgeon focuses on only one operative field during surgery. If you are a patient, you will not allow your surgeon to operate on you and another patient simultaneously. Similarly, an ailing company needs to concentrate only on its core competence and try to rid itself of activities that do not help the bottom-line targets as well as those that do not immediately improve its cash flow. Under such critical circumstances, you can even succeed at far lower cost by ensuring that you do a better job with the businesses and skills you already have.

In order to release resources for its core business, the ailing company has to divest any unprofitable or non-related businesses. Quite often, in their bid to bolster sales performance, troubled companies clinch lots of sales contracts with thin profit margin. This tantamount to buying sales and they often turned into subsequent financial losses. Such a scenario is equivalent to having a lot of sizzle but no steak.

It is better to amputate all loss-making ventures and unprofitable sales whenever possible. According to the standard surgical procedure if there is pus, get it removed. In fact, the famous Chinese military strategist Sun Tzu believed in the principle of concentration in fighting a war. He said: "The strength of an army does not depend on large forces. Do not advance relying on sheer numbers. Rather, one must concentrate one's forces and anticipate correctly the movement of the enemy in order to capture him."

To compete in the global market, it is important to narrow your focus to a specific segment, Olivetti has lost its competitiveness as its product lines proliferate from typewriters to computers. When the market is 58 million people in Italy, a broad line is all right. But when Olivetti went global it could not compete. Hyundai, S Korea a major conglomerate also lost focus in the quest for expansion. It is involved in all kinds of businesses ranging from chemicals, ship-building, engineering, automotive, pharmaceutical, etc. As a result it confuses the minds of the customers. When the financial crisis hit S Korea in 1997, Hyundai was one of the first chaebols to fall apart. Marketing will need to be focusing on specific niches for the riches are usually found in niches.

The soft drink giant Coca-Cola tried to venture into the bottled water market in Europe with the launch of "pure" water Dasani. News broke out that the Coca-Cola's treated tap water contains cancer-causing chemical and it had to withdraw the Dasani from the market, creating a lot of bad taste. Although Coke drinks and "pure" water are in the soft drinks category, the technology and know-how can be quite different. Coca-Cola should have stayed with the " real thing", its core competence.

Remember to have laser sharp focus. The laser is actually a weak source of energy. A laser takes a few watts of energy and focuses them in a coherent stream of light. A few watts of energy are not useful. However, laser is able to drill through diamond, the hardest rock and eradicate cancer cells as well for lasik treatment. Similarly, companies with laser sharp focus can dominate a market. When a company is not focused, its limited energy gets dissipated over too many products or markets.

http://www.corporateturnaroundexpert.com

Balance Strength With Heart

2008-12-22T00:00:00.001-08:00

Writen by Kenneth Strong

I wonder if the human touch, which people have, is not one of the greatest assets that one can have. You meet some people, and immediately you feel their warmth of mind or heart. You read a book, sit before the performance of a fine actor, or read a poem and there it is something that streams into your consciousness. . . . Those who keep climbing higher, in their chosen work, all have this outstanding something. The nurse in the hospital, the man who delivers your mail, the clerk behind many a store counter, and the effective minister or public speaker. Without this human touch, hope has little on which to feed or thrive.

- George Matthew Adams

Let's face facts. In a leadership role you are paid for making hard decisions that others don't want to make and perhaps can't make. You may remember the old saying "rank has its privileges but also its responsibilities." Your only half right when you focus on the privilege of rank or status of your position. To be an effective leader you must have a balanced approach between accomplishing the objectives of the organization and the needs of the individuals doing the work. It simply boils down to being as fair as possible to both sides. You can be a hard nosed leader; just be fair. People will work very hard for you if they don't like you or your style but they will go out of their to destroy you if they hate you.

You may be called upon to make a decision that is contrary to what everyone else is doing. Right is right even when no one else is doing it.

Wrong is wrong even when everyone but you is doing it. Too often a leader is driven to satisfy his or her manager, stock holders, board of directors and his or her individual goals that may be contrary to what is the right thing to do. All eyes are on you, whether you like it or not, as a leader you are constantly mentoring and setting the example. Everyone is watching to see what you are going to do. Always do what is right based upon your values, moral and ethical compass regardless of the consequences. It takes personal courage and risk to your career to do the right thing.

These hard decisions are not made without impacting the lives of the people work you work with and for. Always keep the welfare of the people you work with in mind when making your decisions.

Kenneth E. Strong, Jr., MS, is the founder of Lighthouse Continuing Care University http://www.ccuniv.org a web based community devoted to educating, supporting and developing, supervisors, managers, line staff and trustees of Continuing Care Retirement Communities and Skilled Nursing Facilities. To learn more about healthcare leadership visit our web site above or our continuing care leadership http://continuingcare.typepad.com

Know When To Exit Do Not Be The living Dead

2008-12-21T00:00:00.001-08:00

Writen by Mike Teng

Within the corporate world, there are the 'living dead', which are the sick companies that go on a wretched existence, without any hope of turnaround. These companies need a miracle such as a resurrection from the dead. Many of these companies need a change of DNA or business models. They are technically commercially insolvent and the owners will face the fate of bankruptcy if they close down the operations. Therefore, these 'living dead' just hang around, waiting for the death sentence. For some, the death sentence may take years before the owners decided not to throw in good money anymore to chase after bad money. For others, the bubble keeps getting bigger such as the construction companies in Singapore that continue to clinch loss-making projects to cover up for the earlier losses.

Some of these 'living dead' are large companies with huge amounts of bank debts. However, the banks are unwilling to wind up these companies, as some one said: When you owe the bank lots of money, you owe the bank." These banks may go under together with these "living dead'. Therefore, these living dead are allowed to survive in the short term. An example is Donald Trump's corporate empire that went into massive financial difficulties in the 1980s. He owed the banks a lot of money then and the banks were unable to press the trigger to stop the flow of credit as they would be dragged down with him

If companies are caught in such situations, the owners have to take some tough decisions to get out of this quandary. It is important to know when to exit. An optimised exit is one of getting out of non-core or under performing businesses, where there is a loss of confidence in the management and further losses and declining profitability are expected. Removing such under-performing assets can free up capital for investments in the core businesses

If you are able to optimise your exit, then it is no longer perceived as organisational failure but rather unlocking of your values. Optimised exits should be made strategically rather than be done out of desperation. This is because when it is done out of desperation and panic, quite often the value of the company is diminished. Successful exits require a lot of planning and can maximise shareholder's value, minimise cost, liability and disruption as well as enhance the value of the enterprise.

Optimised exit is necessary for many 'living dead'. For some it may mean cleaning the "deck" prior to an acquisition or integrating a large acquisition that included non-core or unprofitable assets. For others, the business model needs to be revamped with the market changes. The management needs to be able to bail the company out of the dire situation and scarce resources need to be re-deployed elsewhere for better returns. For some others, it may be a case of the shareholders and owners getting tired of the business and deciding to move on to do something else.

There are various channels to bail the company out. One way is to sell the business as an ongoing concern. Another way is to attempt to turn around the company from financial losses before disposal. If the company has a grim chance of turning around, it is better to close the company immediately, cut losses and move on. There is nothing to be ashamed about with your company going bust. Many successful entrepreneurs suffered failures in their earlier ventures. They are able to make subsequent comebacks. It is better to bite the bullet, avoid bankruptcy and recoup the losses and to fight another day than to be totally dragged down to the bottom because of trying to save a hapless situation.

Usually, it is difficult to get a good price or premium when selling a troubled company. Many acquirers try to avoid buying a loss-making enterprise like a plague. They will find it extremely difficult to convince their shareholders to undertake the risks of acquiring a loss-making enterprise. For instance in China, some loss-making and state-owned enterprises are offered for sale at one dollar without acquiring the past liabilities. Yet, there are few takers. You never know the full liabilities that you can be buying into. In Singapore, some businesses are conducted at a loss. The high rental overheads, expensive manpower staffing, etc, have eroded all the profits. However, many entrepreneurs felt trapped and reluctant to shut down their business as they will have to proceed with bankruptcy procedures immediately. However, any delay in closing down such businesses can dash any hope of recouping the losses.

There are some points to consider before you embark on saving the company. Is it worth the pain and effort? Do you want to keep it going by throwing good money to chase after bad money? Therefore one needs to ask whether one's company is worth more dead than alive? If it is much like a vampire, neither dead nor alive but living on the nutrients and sustenance of the living blood, then it is time to drive a stake through the heart and relieve the misery of the 'living dead'. It is worth more to be dead than alive.

http://www.corporateturnaroundexpert.com

Embrace Change Business Amp Personal Renewal Cycles C 2006

2008-12-20T00:00:00.001-08:00

Writen by Dr. Iris Fanning

Have you noticed that just about everyone you talk to is going through a change, challenge or growth cycle? There are many ideas about why we are accelerating in this process. I'm here, however, to help you understand the growth process. Often when you understand a process, you can relax and have more fun with the change you are experiencing.

Remember, as a leader in your organization, it is the individual who is also changing. The individual's willingness or reluctance to embrace changes in the company has a huge impact. It's important for leaders to understand the individual change process so that you can help steward this process more easily and effectively. Let's take a look at what the individual is experiencing. Take a look at yourself too, because you are not immune to this process either.

SOMETHING IS MISSING
This is the fear, doldrums or out of sync phase. You know something is wrong/missing, you know you want to change or must change, yet you're not completely committed. As you begin your first baby steps you feel incompetent and anxious. You are in unfamiliar territory. This phase takes a lot of self kindness, encouragement and deep breathing.

REFLECTION & COMMITMENT
This phase is where you really reflect on what you want in your life. As you reflect, you realize some things are perfect the way they are and other areas need change. You become committed to both the change and the process. You develop patience, encouragement and joy.

TAKE OFF & GAINING ALTITUDE
This stage is a bit easier. You know your direction; you know the basics or blueprint of what you are doing. This stage requires a lot of conscious focus on the new developments in your life. You begin to enjoy the new areas of your life. You still may have times of anxiety or uncertainty, but you feel more stable. You have glimmers of excitement about the changes you are making.

SOARING OR FLOW
This is the fun part. You are now in the "new you" phase. You no longer have to concentrate so hard on all the details. The changes begin to flow and you are reaching new levels of accomplishment and sense of yourself.

SUCCESS COACHING makes the change process enjoyable and sustainable. Committing to 3 6 months of Coaching is a wise investment in your future.

"Be patient with yourself. Self-growth is tender; it's holy ground. There's no greater investment." Stephen Covey

Schedule your FREE 30 minute session NOW: 505-821-6018 or coachiris@hotmail.com

Free Newsletter with up to the minute coaching on business, networking, marketing, self empowerment and successful living. http://www.irifanning.com

Dr. Iris Fanning is a Nationally recognized Success Coach. Dr. Fanning is a graduate of Coach University, holds an Honorary Doctorate in Divinity, a M.A. degree in Psychology, Counseling & Guidance, a B.S. in Psychology. Additionally, Iris is self published author of "Change Your Life Right Now" c 2006 and "Do What You Love & Get Rich" c 2006. Dr. Fanning is also an in demand public speaker. Individual and group coaching is also available. Contact: coachiris@hotmail.com

Training Using Games To Embed Learning

2008-12-19T00:00:00.001-08:00

Writen by Kevin Dwyer

Too much training is boring. Too much training barely raises itself above level one in Kirkpatrick's four levels of training evaluation. That is, the reaction of students; what they thought and felt about the training. Too much training ignores the learning needs of the participants. Too much corporate training spending is wasted.

Adults have some simple requirements as learners. They have an expectation of being treated as an adult with respect shown for their experience and knowledge of the training topic. Even if they cannot describe what they know in the theoretical terms they are about to learn they still want their experience acknowledged. They have a need to share that experience with others.

Above all, adults have a desire to be active participants in the learning process. They, of course, abhor boring day long presentations where presenters ask for and receive no interaction from the participants. However, they also tend to dislike good interactive presentations which give no scope for learning through experience.

Unfortunately, what adults also have is a predilection that training must somehow be painful and difficult. The old, "no pain, no gain", adage of physical training seems to transfer to corporate learning. They believe that training whilst being lively and fast moving cannot equate to fun.

Mentioning the word, "game", sends most adults into a thought process something like: game equals child's play, equals not serious, equals no learning. The truth is the opposite. Adults learn better through experiential games as part of a coaching learning environment than through a presentation.

A study by Bloom and others published in their book "Bloom's Taxonomy of Learning Domains" demonstrated a structure for design of training that complemented the desired outcomes.

The structure of learning knowledge escalated through six levels; Knowledge (finding out), Comprehension (understanding), Application (making use of the knowledge), Analysis Questions (taking apart the known), Synthesis (putting things together in a different way) and Evaluation (judging outcomes).

Games are good training tools which can be used at all levels of learning objectives using Bloom's Taxonomy.

Quizzes, twenty questions and game show formats such as Jeopardy can transfer knowledge and test for comprehension. Using multiple choice questions in a competitive jeopardy show format reinforces learning and tests comprehension by using multiple choice questions which have at least two plausible but only one correct answer.

Online games and other computer based training games can provide methods to test application, analysis synthesis and evaluation.

A good method of training people to meet learning objectives across the whole spectrum is to use a board game. Board games can be designed to integrate process Eg, a sales process with questions about knowledge of the topics being taught and decisions to test ability to evaluate options within a scenario using the theory being taught tests participants cognitive ability across all of Bloom's structure.

Board games can be developed for almost any topic from an organisation's safety policies and processes to the organisation's three year strategy. Careful consideration needs to be given to the actual design of the board and the parameters which will be impacted by decisions made by the teams. However, a well constructed board game will test the use of theory within an organisation's operating environment.

Using games in a training event improves the learning process by creating an environment where people's creativity and intelligence are engaged and addressing the different ways in which different people best learn; through movement, hearing, and seeing.

However, when games are used as an end in themselves and not a means towards an end, they waste time and can hamper learning and using too many games can destroy learning effectiveness.

Games are best used in conjunction with other learning methodologies, such as presentations and discussions. Games used at the beginning of a program can measure existing knowledge providing a basis for future measurement and can build immediate interest in the training material.

Games used during a training programme can help people discover the learning themselves, which strengthens recall and commitment, practice using new knowledge or skills, or reinforce initial learning. Games used near the end of a program can test knowledge gained and people's ability to apply it in their work environment.

For games to be effective, they must be related to the workplace by providing knowledge, reinforcing attitudes, and initiating action that is important to job success. They must also teach people how to think, access information, react, understand, and create value for themselves and their organizations.

They must be enjoyable and engaging without being overly simplistic or silly. Games must also allow for reflection. That is, they must be debriefed. In many instances they need to be facilitated.

Games have a strong place in an organisation's learning environment. They are very effective learning tools for people. Encourage your people to play them.

To see more articles visit http://www.changefactory.com.au

Your Guide When Living Abroad

2008-12-18T00:00:00.001-08:00

Writen by Hans Bool

For those of you who are interested in culture, will probably know that there are many books on the subjects. Interest in culture is important if you are an expatriate who accidentally dwells in another country and is shocked by the way people live and work. If you are an tourist you may buy a book about the country you visit. You might want to know more about the environment, places to visit and some other basic topics. Such guides help you find your way in a different environment and that is especially helpful when your time is limited. During your holiday you will notice differences, but most (delicate) issues stay below the surface. But then you are to work in a foreign country and you will soon find out that people act differently on familiar issues.

And then a cultural guide becomes handy. Your tourist information is no longer useful, you need to understand why people "loose their precious time with smalltalk," to name an example. Understanding the culture of a country will help you being more successful doing business in this country.

There are many books about culture, but there is also a simple concise and elegant article that summarizes a lot of the issues you will be confronted with when staying abroad. A guide you could use when you live in a foreign country.

"Values American Live By," is an article from the author Robert Kohls that is fully dedicated to these cultural aspects. The article is as the title reveals written from an American viewpoint, but all the cultural elements equally play a role in any culture. If you are curious about these values, I would like to suggest that you read it yourself:

http://www.cs.utah.edu/~alee/extra/American_values.html

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management tools. Have a look at some of our free management tools

How To Make 5s Work Part 1

2008-12-17T00:00:00.001-08:00

Writen by Oskar Olofsson

As a matter of preference, most employees desire to work in a fresh, clean and well-functioning workplace.

A cluttered and filthy work area undoubtedly mirror the kind of attitude and mindset the workers, as well as the managers, have in giving importance to their jobs.

On the other hand, a clean and tidy environment reflects how the employees (and supervisors) care about their jobs and work hard with due concern and consideration. Therefore, these people are more inclined to do their jobs better and are more productive compared to those who work in a messy and disorganized work areas.

However, there are companies who refuse to acknowledge their part in keeping the workplace more people-friendly and instead put the blame on the perceived laziness of employees when it comes to housekeeping.

Well, I have gathered different views on housekeeping based on my experience as a 5S coach.

Whenever I conduct 5S trainings, I meet employees from all kinds of businesses. I would always pose a rhetorical question: "What would change if your workplace would be clean and in good order?"

The answers vary but what surprised me is that everyone shares a common desire: to have a clean and orderly work atmosphere.

"It would save a lot of time," a staff commented.

"I would be less irritated at work", said one.

According to another staff: "I think we would be prouder about our workplace."

These are some typical comments coming from ordinary employeesand to my mind, it is clear that almost everyone wants the work facilities to be in good tip-top shape.

Messy workplaces and employees who want order One explanation to this contradiction is: it is acceptable for most people to take care of their own trash, but few people like to take care of somebody else's waste.

A shift worker would certainly not be pleased if, one day, he would find his workplace dirty and all messed up. The first time it happens, he might clean it up. The second time, probably he'll ignore the mess and clean it up again anywaybut the next time he will not be that generous to lift a finger. Soon he will stop playing hero and say: "It seems like no one else cares about this place, so why should I?"

This means that the overall level of "housekeeping consciousness" will gradually deteriorate. If we do nothing, we will end up in a situation where the least interested employee will implicitly impose a poor sense of housekeeping standard for everybody else.

The way I see it, a cluttered and dirty workplace is not a worker's choice; it is a result of a bad system where a few lazy people can tear down the very fabric of industry convenience and labor satisfaction for all the rest.

This is, of course, unacceptable.

The more disorganized and unkempt the company is, the more reason why we need discipline, policies, rules and systems to maintain consistent standards of quality and safety free from wastes, errors, defects and accidents.

With these scenarios, this is where the "5S" approach can be implemented and put into practice.

What is 5S?

5S refers to the five structured programs using the Japanese principles of seiri, seiton, seison, seiketsu, and shitsukeor commonly referred to as sort, set, shine, standardize and sustain, respectively.

The Japanese words are shorthand expressions for principles of maintaining an efficient and effective workplace.

The 5S approach is promoted as a set of strategies, systems and techniques that provide a standard approach to housekeeping.

Although there are different anglicized versions of the Japanese words within the context of Lean Manufacturing, the 5S is collectively alluded to as the "Pillars of Good Housekeeping" for successful lean implementation.

It is likewise regarded as the "Basic of Kaizen" tool to begin, support and sustain the lean path to higher productivity and efficiency.

In the next part we will look at how 5S is best implemented.

Oskar Olofsson is a Sweden-based Management Consultant with more than 10 years experience in the fields of Total Productive Manufacturing (TPM) and Lean Manufacturing. Mr. Olofsson maintains and manages Resources for World Class Manufacturing (http://wcm.nu), a free Internet information resource site on matters relative to TPM and Lean Manufacturing implementation.

Can A Minus Become A Plus

2008-12-16T00:00:00.001-08:00

Writen by Larry Galler

Even on a great day at work there are so many things that can go badly. Any little glitch can become a negative, stress-inducing experience: the staff member who arrives late leaving the company short-handed, you placed an order for needed inventory in plenty of time but your vendor shipped to it to the wrong address which caused you to be out of stock, the customer who was told her order would be ready on Thursday but now needs it Wednesday, the invoice for "The Acme Company" that should have been filed under "A" for "Acme" instead of "T" for "The", and on and on. Each of these small glitches caused problems, wasted time, added stress, and caused unhappy customers and staff. Even worse, while everyone runs around fixing problems, other crucial work does not get done. If you were keeping score, each glitch would earn a "minus" grade.

Wouldn't it be better when, at the end of the day, you gave your company a grade and the daily report card was solidly on the "plus" side of the equation? It can be, if you document your expectations, systemize processes, and train everyone the art of execution to meet those expectations.

Start by listing your glitches and work backwards. As an example consider the filing error above. If, rather than just shrugging it off you analyzed the situation to develop a solution. Having a written filing policy posted on the filing cabinet along with an effective training program will result in far fewer errors. Or create a naming system which would print the company name as "Acme Company, The." The error rate will drop close to zero, putting you solidly in the plus column, saving time, money, and stress.

There will be errors (a minus) made in any system or process. Each comes with emotional and monetary costs (another minus). Analyze each error they occur and develop methods of seeing they do not reoccur. Give your company a big plus for each one you overcome and one day all your minuses will be pluses!

Larry Galler coaches and consults with high-performance executives, professionals, and small businesses since 1993. He is the writer of the long-running (every Sunday since November 2001) business column, "Front Lines with Larry Galler" For a free coaching session, email Larry for an appointment - Larry@larrygaller.com. Sign up for his free newsletter at http://www.larrygaller.com

Quoti Am Not A Numberquot Why Too Many Change Projects Fail

2008-12-15T00:00:00.001-08:00

Writen by Glen Feechan

Many of you will recognise this quote from the 1960s TV show, "The Prisoner". Patrick McGoohan used the phrase to describe his frustration at not being treated as an individual, and being kept in the dark about what his superiors were up to in a very confusing environment. This experience is not dissimilar to what employees face in most change projects.

A cog in the machine

Traditional approaches to business change and process improvement have at their heart, the idea that a business is, essentially, a machine that can be engineered to be efficient. In fact the term "Business Process Re-engineering" (BPR) makes this assumption quite explicit.

This "mechanical" approach to change can leave employees feeling alienated and devalued (much like Patrick McGoohan).

As these traditional approaches have developed, more emphasis has been placed on the "human" aspects. It is acknowledged that a change programme cannot work without "employee buy-in". The issue is usually tackled by running numerous workshops where consultants try to make the employees feel part of the exercise, while continuing to apply the same old techniques to the business processes themselves.

From the employee's point of view, an external consultant has interviewed him for thirty minutes to understand the job that he has been doing for thirty years, gone away and come back with a new way of doing it. This comes across as patronising at best. The consultant then rubs salt into the wounds by running workshops to try to win the employee over so that he does not obstruct the changes!

In this environment, addressing the "people issues" is all about ensuring that the level of disillusionment is not so great that the change project fails.

Processes vs People

These problems are created because the underlying approach to the business processes is still to treat the organisation as a machine that needs to be "re-engineered". The problems created by this approach are then treated as "people issues".

Processes and people cannot be separated like this. Even in this age of technology, the vast majority of business processes are carried out by people - usually informally.

It is what employees do on a day-to-day basis that makes a business work. A large percentage of the processes are not documented and are so complex that it would be almost impossible to do so. Procedures manuals are a very conceptualised view of business processes - if they could capture everything, no-one would pay for experience.

Once you acknowledge this, it becomes quite clear why most change projects are unsuccessful. A business process is not an inanimate object that can be "re-engineered" but a collection of human behaviours. The only people capable of changing the business processes are those carrying them out.

Process Improvement for Strategic Objectives (PISO®)

PISO®, developed at the University of Sunderland, is a unique approach to business process improvement that provides a structured step-by-step approach for the employees themselves to re-design their own processes.

At Feechan Consulting Ltd, we work with organisations large and small throughout the UK, from public sector bodies such as the BBC and North Tyneside Council to private sector companies across all sectors.

Many of our clients learn the technique on one of our training courses and then apply it themselves, whereas others require our facilitation. Either way, it is the employees that carry out the processes that redesign them, removing the separation of people and processes and significantly improving the success of any change.

Glen Feechan is Chief Executive of Feechan Consulting Ltd (http://www.feechan.co.uk), a business consultancy specialising in business process improvement training and consultancy. Email Glen at glen@feechan.co.uk.

Glen is also the editor (and regular contributor) of Changing Business ezine (sign up at http://www.feechan.co.uk).

Handling Statistical Variation In Six Sigma

2008-12-14T00:00:00.001-08:00

Writen by Peter Peterka

Six-Sigma provides a methodical, disciplined, quantitative approach to continuous process improvement. Through applying statistical thinking, Six Sigma uncovers the nature of business variation and its affect on waste, operating cost, cycle time, profitability, and customer satisfaction.

The term "six sigma" is defined as a statistical measure of quality, specifically, a level of 3.4 defects per million or 99.99966% high-quality. To put into practice the Six Sigma management philosophy and achieve this high level of quality, an organization implements the Six Sigma methodology. The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects. Projects are selected that support the company's overall quality improvement goals.

A Six Sigma project begins with the proper metrics. Six Sigma produces a flood of data about your process. These measurements are critical to your success. If you don't measure it, you can't manage it. Through those measurements and all of that data, you begin to understand your process and develop methodologies to identify and implement the right solutions to improve your process. Six Sigma's clear strength is a data-driven analysis and decision-making processnot someone's opinion or gut feeling.

Metrics lie at the heart of Six Sigma. Critical measures that are necessary to evaluate the success of the project are identified and determined. The initial capability and stability of the project is determined in order to establish a statistical baseline. Valid and reliable metrics monitor the progress of the project. Six Sigma discipline begins by clarifying what measures are key to gauging business performance, then it applies data and analysis to build an understanding of key variables and optimize results. Fact driven decisions and solutions are driven by two essential questions: What data/information do I really need? How do we use that data/information to maximize benefit?

Six Sigma metrics are more than a collection of statistics. The intent is to make targeted measurements of performance in an existing process, compare it with statistically valid ideals, and learn how to eliminate any variation. Improving and maintaining product quality requires an understanding of the relationships between critical variables. Better understanding of the underlying relationships in a process often leads to improved performance.

To achieve a consistent understanding of the process, potential key characteristics are identified; the use of control charts may be incorporated to monitor these input variables. Statistical evaluation of the data identifies key areas to focus process improvement efforts on, which can have an adverse effect on product quality if not controlled. Advanced statistical software such as Minitab or Statgraphics, are very useful if not essential for gathering, categorizing, evaluating, and analyzing the data collected throughout a Six Sigma project. Special cause variation can also be documented and analyzed. When examining quality problems, it is useful to determine which of the many types of defects occur most frequently in order to concentrate one's efforts where potential for improvement is the greatest. A classic method for determining the "vital few" is through a Pareto chart.

Many statistical procedures assume that the data being analyzed come from a bell-shaped normal distribution. When the data to be analyzed does not fit into a normal bell-shaped distribution, the results can be misleading and difficult to discern. When such data distribution is encountered, other statistical techniques can be used to assess whether an observed process can reasonably be modeled by a normal data distribution. In such cases, either a different type of distribution must be selected or the data must be transformed to a metric in which it is normally distributed. In many cases, the data sample can be transformed so that it is approximately normal. For example, square roots, logarithms, and reciprocals often take a positively skewed distribution and convert it to something close to a bell-shaped curve. This process will uncover significant statistical variation, separating the important data from meaningless data "noise."

Once the data is crunched and a problem's root causes are determined, the project team works together to find creative new improvement solutions. The data is used and relied uponit is the measurements of the realities you face! Yet it is smart measurement and smart analysis of the dataand above all the smart creation of new improvement solutions and their implementationthat create real change. The Six Sigma statistical tools are only the means to an end and should not be construed as the end itself. Using tools properly is critical to getting the desired result. Through a successful use of statistics in uncovering significant data, Six Sigma will drive an organization toward achieving higher levels of customer satisfaction and reducing operational costs.

Peter Peterka is President of Six Sigma us. For additional information on Six Sigma Master Black Belt or Minitab Training programs contact Peter Peterka.

Change Management Whats Your Approach To Organizational Transformation

2008-12-13T00:00:00.001-08:00

Writen by Debbie Imboden

Are there different types of organizational transformation? In our work as internal and external consultants over the last twenty years, we have seen four distinct types of organizational change.

Don't Upset the Applecart With this type of change, you merely calibrate or tweak some aspect of the current system. It is very restrictive in focus and perpetuates much of the old, and in some cases, flawed system. Since it is a relatively low threat and painless change, it has limited effect on the employees' mind set, and oftentimes, does not allow much, if any, transformation to occur.

Boomerang This type of change is common in organizations of all types and sizes. It is reactive and responsive to both internal and external forces. This type of change is problem-focused, with very clear objectives and outcomes. Because there is no built-in mechanism for perpetuating the new way of doing things, organizations more often than not fall right back into their old habits and practices. You throw out the old way of doing things, but the old way comes back, just like a boomerang.

Boil the Ocean This type of change and transition seems to be surfacing due to the rapid changes in our economic system, stock prices and market fluctuation, rampant M&A activity and a vast amount of changes in top leadership positions. With the Boil the Ocean approach to organizational transformation, companies are constantly trying to harness and grasp all change and transition activity in one fell swoop. This approach is costly and dangerous. Taking on too much at one time weighs down and drains the energy from the organization than a more focused piece by piece approach would do.

Conscious Creation This is the most effective type of change. It involves a gradual metamorphosis. Because this is not a superficial process, this type of change typically causes a high level of pain on the front end. However, the rewards (creating a culture that is resilient and can handle change) are worth the effort and energy, because you will create a new culture in which change becomes relatively painless.

Conscious Creation comes about through true commitment and thorough understanding of how each change initiative (whether it happens at the departmental level or at the corporate level) affects the whole system.

A well-orchestrated plan is crucial and involves a significant portions of employees at all levels. This type of change initiative is much broader and has a significant impact on changing the mind-set and behaviors of the entire work force. EMERGE International focuses on helping organizations achieve this kind of change.

Interested in learning more about organizational transformation? Visit us online at www.emergeinternational.com or email us at info@emergeinternational.com for more information.

About EMERGE International: We believe in creating healthy and productive work environments. In fact, since our inception in 1996, we've dedicated ourselves to it. At EMERGE International our focus is to ensure that our holistic approach and validated assessment tool, the Cultural Health Indicator (CHI) is accessible to the widest range or organizations possible. From self-service models to full-service consulting, we have a range of options to meet every project requirement that are on time, on budget, every time.

EMERGE International is a WBENC certified woman-owned business.

As corporate culture experts, EMERGE International was formed in 1996 to support leaders in understanding what organizational culture actually is, why it is important and what can be done to create and sustain a healthy and productive culture.

At EMERGE International (http://www.emergeinternational.com), our team works with corporate leaders, human resources executives, organizational development professionals, and external consultants to thoroughly examine the culture of a business to help improve the bottom line. Check out our blog at http://www.employee-survey.org its an interactive community for everything employee - ranging from benefits to morale to management. Developed by The Blog Mill (http://www.theblogmill.com) it's rapidly becoming an important HR destination on the web.

Efficiency Gaps During Change Management

2008-12-12T00:00:00.001-08:00

Writen by Lance Winslow

A management team, which has worked together for a long period of time is much like a special team in the Armed Forces or a sports team. There is efficiency and organizational capital, which has been nurtured for years. However, sometimes things change and there will be a need for one of the executives to go to another division or department or set up another offshoot for the company.

There will also be times of retirement, people leaving the company or even getting the ax due to the Board of Directors lack of confidence in the individual. Nevertheless no matter what the reason is for the change management there will be efficiency gaps within the organization as one hand does not understand what the other is doing because they have not been working together for as long.

To prevent efficiency gaps from growing the team in place must understand how change management works and how to foster the remaining organizational capital and where things need to improve in the communication chain. Many people who talk about change management do so from a theoretical standpoint rather than an actual doing it standpoint.

You can study change management all you want in the textbooks of America's greatest MBA schools and professors can teach class after class on the workings and psychological displacements caused during change management, but until you've been there and you have to deal with it in real life you may never fully understand it.

It behooves you; if you find yourself in a change management situation to work on communication skills and get to know the other executives; how they think, how they work and their strong suits. What ever you feel they are lacking is your responsibility to help make that up and help foster a seamless environment. Please consider this in 2006.

"Lance Winslow" - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

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