Aug
9
2010
mortgage refinance To build a business demands that the leadership know how to separate the symptoms from the problems to drive the needed organizational change. Unfortunately, many small business owners, entrepreneurs and executives due to poor communication and no strategic plan create expensive silo solutions that actually diminish the energy and ability to achieve organizational goals.
In the book Fail-Safe Leadership by Linda Martin and Dr. David Mutchler, the authors address some of the change management challenges every organization faces on a daily basis regardless of size through a simple leadership audit. This audit or organizational survey allows the decision-makers to begin that separation of symptoms from problems and recognizes that these issues are due to leadership issues within the organization.
juegos The good news is that you can construct your own survey. First, identify the basic general shareholders within any organization. These may be separated as follows:
- Customer Service Employees
- Production Employees
- Sales Employees
- Support and Technology Employees
- Executive Management
- Management & Supervision
- External Customers
- Vendors/Suppliers
- Community
Place these as separate columns across the sheet of paper leaving the far left column for the common management change issues.
Real Estate Then begin to list the changes issues facing your organization in the far left column. These may include the following, but are not limited to just these issues:
- Accountability
- Can’t do attitudes
- Consensus driven decision making
- Disconnect between training and results
- Duplicate work efforts
- High waste of resources, time or energy
- Inconsistent goal achievement
- Inconsistent quality work
- Limited diversity of thought (no out of the box thinking)
- Missed results consistently
- No alignment of efforts
- No direction
- No focus
- No or limited motivation
- Personality conflicts
- Poor communication
- Poor teamwork
- Power struggles
- Reactive vs Proactive Thinking
- Time management
- Turf wars
- Work ethics
Now review each change issue and place a check mark in the box if it is an issue for that specific group. Quickly, you will see where you need to plan and execute aligned solutions.
The definition of a Benefit must pass four critical tests:
(1) Description - what precisely is it?
(2) Observation - what differences should be noticeable before and after?
(3) Attribution - where in the future business operations does it arise?
(4) Measurement - how will it be measured?
And the definitions should include the following:
- The description
- How it will be measured
- Projected changes from the current business processes and operations
- Inter-dependencies with other benefits
- Key performance indicators in the business operations now and for the future
- Explicit linkages, wherever possible, between projects and deliverables
- Dependencies on risks and other programmes or projects
- Financial valuations
- When it is expected to occur and over what period of time will realisation take place
Leaders have a lot of things to do, a wide range of responsibilities. The leadership activities I’ve described above are in addition to what already fills up their day. It is understandable that once they delegate the change activity, they move on to other things. The majority of high-level leaders have trouble sustaining this visible role. This is a wrong thought process.
If it is important enough to make a change to a large part of their organization, it HAS to be a high enough priority for the leader to stay involved. Many successful leaders find it helpful to have a mentor or a coach to offer guidance when adding this new role You can be published without charge. You can to republish this article in your website or blog. Please provide links Active.
Tags: business change management, juegos, mortgage refinance, real estate
