Posted by
Ron Price on Tuesday, October 14, 2008 at 8:05 AM
Categories:
Strategic Planning,
Leadership Development
It is hard to find good news about the economy or business these days. I think it is part of human nature to be drawn to bad news. As human beings, the members of the media seem to get energized by telling us how bad things are. But is this reality?
Of course, there are sectors of the economy that are going through very difficult times. However, there are other sectors going stronger than ever. One of my friends helps banks manage properties that have been repossessed—how do you think he is doing? Another friend is involved in recycling and scrap. Another is involved in high tech engineering. All of these folks are as busy as ever and, if they didn’t watch the nightly news or read a news browser, they wouldn’t have a clue about “how bad things are”. What is the difference? They have strategies for their business that transcend or take advantage of the economic conditions.
Yes, it seems we are headed for a very different economic climate in the immediate future. But we don’t have to surrender and become a victim to something beyond our control. There are opportunities to adjust, to recreate, and to innovate—the same qualities of character that help us succeed in good times can help us adjust and succeed in difficult times. This is something I have been thinking about quite a bit lately and I’m referring to it as “strategic intelligence”. It is the ability to understand our internal strengths and limitations, then how to apply these to the external realities and opportunities that exist in the world around us. Instead of doom and gloom, I’m excited about the opportunities that exist during this time of change. Another perspective to consider…
Posted by
Lynn McConnell on Tuesday, April 29, 2008 at 3:31 PM
Categories:
Strategic Planning,
Leadership Development,
Miscellaneous,
Performance
I believe that corporations should take a pointer or two from the “Super Nanny”.
If you haven’t watched this show (on ABC) you should because it’s a great example of changing an organizational culture. Granted, ‘JoJo’ does it one family at a time, but she uses the same techniques that would work to change the culture in any organization.
First she comes in and talks with each parent, asking for their input into what the problems are and what outcomes they would like to achieve. She also gets their buy-in into making the changes in the household. Next, she observes behavior—how the ‘team’ interacts with each other, how they react to problems and stress, and how they go about resolving these problems.
She then gets the team leaders (parents) back together to discuss her findings and offer suggestions for changes. Together they develop an implementation strategy, for which she will hold them accountable, and again obtains their buy-in and commitment.
What happens next?
The plan is communicated to the team (the kids). Expectations are clearly outlined and process changes explained. Everyone is given tasks and roles to fulfill and there is usually a visual way of tracking successes and failures that everyone can refer back to. Then they go to work!
Do things instantly fall into place? NO! Expectations must be restated, processes re-explained and re-worked, and sometimes people end up on the “naughty chair” because they can’t seem to accept the new culture. Sometimes the leaders slip back into their old habits. But do they give up? Not usually. They realize that no matter how painful the process, falling back into old behaviors is more painful and more damaging. So, they re-group, talk about the problems they’ve experienced, redefine or rework the processes, re-commit to the process and realize that if things are going to change it is up to each of them to set the standards and commit to reaching them.
It is never an overnight process, but even when there are set backs, these eventually become less severe, and the team now has the tools in place for solving problems as they arise without placing blame and flying off the handle. These habits and processes soon become ingrained into the culture of the family (team) so that they eventually begin to go from a dysfunctional, out of control family to a high functioning, supportive team where everyone understands their roles and what is expected of them. They each begin to hold themselves and each other accountable and they understand the role that they each individually play in helping their family (organization) succeed.
Don’t you think every organization could use a Super Nanny?
Posted by
Ron Price on Tuesday, April 01, 2008 at 8:34 PM
Categories:
Strategic Planning
Should I or shouldn’t I participate…in the recession.
I’m not sure whether we are really in a recession. Obviously, the media is convinced we are and there are some statistics that point that way—but the unemployment rate doesn’t line up with recession talk. And productivity continues to improve…so are we or aren’t we in a recession?
I have noticed that many people are in a “psychological” recession no matter what the real numbers are. However, I’m also hearing lots of good news. New businesses, record turnouts at Chamber events, rapid growth at our local Better Business Bureau…and happy, smiling farmers because of the great run commodities are having.
All of this to raise the question, “When there IS a recession does that mean everyone should put on a long face and accept the inevitable?” Or is it possible that we can “choose” to avoid a recession in our own business? Are there opportunities during an economic slowdown to actually increase our advantage? (Starbucks experienced dramatic growth during the last recession because they had a strategy for how to take advantage of the external realities.) What if we could innovate in such a way that our businesses grew more during a recession than when everything is going well? I’m excited about working with businesses that “choose” to opt out of the recession and to find new opportunities while others are singing the blues.
That is how I plan to respond to the current economic circumstances. I continue to believe Napoleon Hill’s quote, “Every problem or adversity has contained within it a seed of equivalent or greater benefit.” So, I’m looking for those seeds and I’m going to plant lots of them! I hope you will too!
Posted by
Tim Eckstrom on Friday, November 02, 2007 at 9:00 AM
Categories:
Strategic Planning
People. Strategy. Performance.
There is little doubt about it...a football team is judged by its performance. It is all about their won and loss record. You can have all the right people. You can have a game plan (strategy) that is impeccable. But if all the pieces don't come together and the team does not perform up to expectations, heads may roll. The prime targets of fan's wrath is the coach and the quarterback. If their team is not winning, then one of these two individuals usually has to go.
Performance is monitored by coaches and fans on a weekly basis. Changes are made to improve performance. In football there is a lot of accountability. In this day of instant media coverage of almost every game, if a player's performance is not up to par, it is there for all the world to see.
While usually not under as much intense scrutiny, most effective businesses have consistent measurements in place to track the performance of its employees. When a company is diligent in negotiating key results for its workers and takes the time to review them regularly, effective accountability happens and productivity is not only high, but readily observable.
Over the long haul, businesses who pay close attention to finding the right people, who take the time to work through well thought out strategy, and consistently monitor the performance of its crew will find that success is right around the corner. That success will be seen and enjoyed by all.
Posted by
Tim Eckstrom on Monday, October 29, 2007 at 8:56 PM
Categories:
Strategic Planning
People. Strategy. Performance. If you are a fan, you know that football coaches are notorious for working 100+ hours a week just before and during the season. Punching the clock and 8 and 5 is not an option. What do they do with all that time put in? Well, much of it of course is spent on the field with their players, coaching and encouraging.
But the majority of the time is spent planning strategy. Hours and hours in the 'film room', studying their next opponent. They are looking for weaknesses in their offense, weaknesses in their defense. They spend a ton of time putting a game plan together that they think will be just what is needed to beat the other team.
Strategic Planning is a regular part of what we do as a company; committing one full day a month and at least a weekend a year to looking back to see how we did and evaluating and planning for where we are headed. We are constantly looking to improve.
It surprises me the number of companies who fail to commit themselves to this kind of a process. "We are just too busy. It is too hard to get everyone together." Or the process that they do have in place can really be described as a giant
To Do list producer instead of actually being 'strategic'.
My question is, "Can you really afford NOT to put time into such a valuable process?" Without such planning most companies become the dog being wagged by the tail; always trying to react to their environment instead of taking charge of it.
Winning football teams commit themselves to planning strategically. Winning businesses do as well.
Next time we will talk about
Performance.