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You cant give lip service to quality. Anytime that there is a handoff, a deliverable, a discussion or even a decision to be made, quality is key. When it comes to improving quality in your organizations you have five points to consider: the product, the processes, every transaction and the thinking that leads to overall performance quality.
The power of a good question is often times underestimated but may be just what you need to get you moving in the right direction. While I believe you should always ask more than you tell, there are times when asking questions will not help you.
We've all had the experience of sitting in a staff meeting discussing some important issue to be solved or challenge to be overcome. Everyone is throwing out there thoughts and suggestions with one idea being trumped or dismissed by the next.
How does this happen? How do intelligent, experienced, articulate people get so side tracked when discussing issues and how to address a situation?
The shortest distance between two communication points is shared meaning why are we communicating at all? To listen means to receive the information unfiltered and respond appropriately to the message. The goal of the listener is to get the message. Listen for the intent. Listen for the action.
Keeping your eye on the business and improving employee performance at the same time can be a challenge; that is why performance management is so important in organizations.
True performance management is more than tracking and monitoring what is. It must become an everyday conversation and relationship building process that managers initiate to create what can be. Here are seven strategies to get you started.
Leadership is a set of actions and the demonstration of skills that helps one build strong working relationships, inspire team collaboration, and influence others to great RESULTS.
These five strategic actions will firmly establish you as a leader and help you position your team or organization for success.
Modern business is like Oz. Too many Scarecrows in your company deny what they already have going for them: the capacity to think beyond boundaries and the inclination to think through any challenge. In other words, theyve been unable to engage their best thinking on behalf of the company. This is part one of a three-part series on developing business thinking in organizations.
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