Showing posts with label careers. Show all posts
Showing posts with label careers. Show all posts
Tuesday, July 23, 2013
Tuesday, August 14, 2012
Build a Business, Not Just a Job! DeDominic & Finkel
The 2 Layers to
Every Successful Business System
Are you working in your business or is your business Working You Over?
I've become associated with David Finkel and the Maui Mastermind teams and am just loving the practical common sense business training that David and his team have developed over the past 20 years! I've seen these tactics and systems, when clients have hired McKinsey or other of the world's most prestigious business consulting firms. Rarely have I seen the delivery and execution of common business sense done so well.
Here is an excerpt from his book BUILD A BUSINESS, NOT A JOB by
Stefanie Harkness and David Finkel.
Every successful business system has two layers: the process
layer and
the format layer. The process layer consists of the step-by-step process or
procedure you’ve created. Does your system accurately capture
the steps
of the process so that when you follow it, you consistently get
the desired
The Traditional
Way of Building a Business versus the Level Three Road Map 19
result? It does you no good to formalize poor processes.
You
want your systems to capture your best practices and winning moves, making
it easier for your company to replicate and scale those successes.
The format layer deals with how you package and present your system
to your team. Is your system easy to use? Is it transparent so
team members
intuitively understand how to use it? Can it be automated so
much of
the work happens via technology instead of manual work? For
example,
this could be automated reporting built into your database to
track sales
or monitor client orders. It could also be enterprise software
that your
team uses to run the entire flow of your business, featuring key
systems
built directly into the software. Or it could be simple,
low-tech tools like
a script for your scheduling assistant to use when he or she
leaves a message
for people, or a standardized form that your receptionist gives
each
new client to fill out upon arriving for an appointment.
Done right, systems make life easier for your team and success
more predictable for your business.
A Simple Test to Know If You Got Your System’s Format Correct
Having a solid process isn’t enough. You have to package that
process in
ways that your team will actually use.
How do you know if your system has a good, useable format?
Ask one simple, unambiguous, incontrovertible question:
Is your team using it?
The real test is whether your
team embraces it, ignores it, or
even worse, creates a shortcut system for the task.
Your team members want to do a good job. If your business
systems
are simple, intuitive, and effective, they will use them. If
they’re confusing,
complicated, bloated, or cumbersome, they’ll ignore these
systems
and even create their own “cheat sheet” hybrid versions instead.
But these homespun, individual hybrids normally aren’t scalable.
In
fact, they usually only work for that one team member and only
as long
as the volume of your business stays relatively level. Plus,
even if this
private shortcut works, rarely is it ever captured in a way that
the rest of
your business can use it. And when that team member goes, so
does that
know-how.
To get the format layer right, watch the way your team members
use,
or don’t use, your systems. Don’t argue, don’t preach, don’t
cajole—
simply observe. Take their behavior as critical feedback to
refine and
improve your systems. Remember, they’re meant to leverage,
empower,
and simplify the lives of your employees, so don’t fall in love
with any specific system. Rather, fall in love with the result
it’s intended
to generate.
20 BUILD A BUSINESS,
NOT A JOB!
The Traditional
Way of Building a Business versus the Level Three Road Map
25 Effective
Formats to Package Your Systems
Here is a quick list of 25 potential formats for you
to package your systems
to make them easier and more effective for team
members to use.
1. Checklists
2. Scripts
3. Worksheets
4. Step-by-step instructions
5. Software that automates a process
6. Databases of key information
7. Pricing lists
8. Templates and samples
9. Common Q & A sheets
10. Written “warnings” for an area, providing how to
deal with predictable
problems
11. Spreadsheets with built-in formulas
12. Camera-ready artwork
13. Filing system (paper or electronic)
14. Preapproved vendors lists
15. Standardized equipment and parts
16. Online communication tools for effectively
sharing information
(discussion forums, wikis, whiteboards, social
networks, etc.)
17. Delivery timetables
18. Job descriptions
19. Instructional videos
20. Project management software with reusable
project pathways
21. Reporting templates
22. Organizational charts
23. Pre-approved forms and contracts
24. A timeline or Master Calendar
25. Complete enterprise
management software
Would you like a free copy of David Finkel's book excerpted above? Or a free consultation to see if you are right for the Maui Mastermind Coaching and business network program? If so, write me at coach@dedominic.com
Tuesday, February 8, 2011
Dr. Adele Scheele on HOW TO FIND A MENTOR
There are certain necessities in life, and having a mentor is one of them. No matter where you are in your career -- just starting, rising, stuck, at the end -- you need such a coach. In fact, you need a series of them.
Where do you find them? Look around you and see whom you admire. Potential mentors are busy working in your department, in your organization, in your profession. They are not typically your direct bosses, who need you in your place (although, some who are promoted might take you with them). Search for outstanding people two or three levels above you in experience and talent. You will discover them talking in meetings and at conferences that you sign up for, even if you have to pay for it. Watch for those who are smart, on the rise (if they have not risen to the top already) and genuine. Seek out those whose advice you might value for ways to think through problems, tackle dilemmas, handle difficult (but critical) people and get noticed and tracked. In short, increase your opportunities. Imagine how they might guide you and, hopefully, have the power to nominate you.
But don't wait until they find you. You have to start the process. Compliment them after they have given a presentation, and tell what impressed you. Ask if you can talk to them about a project you are working on, one in which they have expertise. Don't think of it as asking them to sign on as your life mentor; instead, ask for their take on your work and a suggestion to make it better. Then report back what happened, what didn't. If their advice failed, think about whether you followed it well or if timing was against you. Sometimes they are wrong twice in a row, and you have to move on to another. It's not uncommon.
Continue to ask for specific advice along with initiating conversations about their careers and the state of their organization and profession. Celebrate their continued successes. It will make stronger bonds as well as underscoring what it takes. And, as you rise, look for other experts. Every CEO has a board to talk to; every smart politician has a kitchen cabinet, at the least. Every successful person turns to and relies on brilliant others to advise them. No one does it alone.
Thank them each time. An absent thank-you note is a sure sign of selfishness, ignorance or overload. But authentically successful people make time to write thank-you notes or email. Always. Sometimes, they even send a token gift of celebration. Some also remember birthdays. Think of mentors as your family, your work family, for whom you are always on your best behavior.
Find talent by working with it. Get yourself active by joining committees and taskforces in your organization. Certainly join and participate in professional associations. Or, consider civic, religious or political volunteering as well. Getting mentored is not a formal process, but you can learn this networking skill and make your way in. Sign up for unpaid work; learn by doing and watching those who do it well. Growth and leadership need development through belonging. Only through that process can chance be at your side.
Being catapulted up by mentors is an education in itself. You'll learn many skills, technical and strategic savvy, along with the nod from someone who does more than mentor you -- someone who can sponsor you and nominate you for a position for which you would otherwise not have been considered.
The unspoken rule is that you must show yourself to be one of them. By demonstrating your work and your relationship, you gain their trust.
Taking the risk of connecting to sage others, over and over in your careering progress, will yield unimagined opportunities. And it will be a model for what you will do for others, in turn.
Make your luck happen!
***
Dr. Adele is the author of "Skills for Success" and "Launch Your Career in College." Visit her website, dradele.com
Where do you find them? Look around you and see whom you admire. Potential mentors are busy working in your department, in your organization, in your profession. They are not typically your direct bosses, who need you in your place (although, some who are promoted might take you with them). Search for outstanding people two or three levels above you in experience and talent. You will discover them talking in meetings and at conferences that you sign up for, even if you have to pay for it. Watch for those who are smart, on the rise (if they have not risen to the top already) and genuine. Seek out those whose advice you might value for ways to think through problems, tackle dilemmas, handle difficult (but critical) people and get noticed and tracked. In short, increase your opportunities. Imagine how they might guide you and, hopefully, have the power to nominate you.
But don't wait until they find you. You have to start the process. Compliment them after they have given a presentation, and tell what impressed you. Ask if you can talk to them about a project you are working on, one in which they have expertise. Don't think of it as asking them to sign on as your life mentor; instead, ask for their take on your work and a suggestion to make it better. Then report back what happened, what didn't. If their advice failed, think about whether you followed it well or if timing was against you. Sometimes they are wrong twice in a row, and you have to move on to another. It's not uncommon.
Continue to ask for specific advice along with initiating conversations about their careers and the state of their organization and profession. Celebrate their continued successes. It will make stronger bonds as well as underscoring what it takes. And, as you rise, look for other experts. Every CEO has a board to talk to; every smart politician has a kitchen cabinet, at the least. Every successful person turns to and relies on brilliant others to advise them. No one does it alone.
Thank them each time. An absent thank-you note is a sure sign of selfishness, ignorance or overload. But authentically successful people make time to write thank-you notes or email. Always. Sometimes, they even send a token gift of celebration. Some also remember birthdays. Think of mentors as your family, your work family, for whom you are always on your best behavior.
Find talent by working with it. Get yourself active by joining committees and taskforces in your organization. Certainly join and participate in professional associations. Or, consider civic, religious or political volunteering as well. Getting mentored is not a formal process, but you can learn this networking skill and make your way in. Sign up for unpaid work; learn by doing and watching those who do it well. Growth and leadership need development through belonging. Only through that process can chance be at your side.
Being catapulted up by mentors is an education in itself. You'll learn many skills, technical and strategic savvy, along with the nod from someone who does more than mentor you -- someone who can sponsor you and nominate you for a position for which you would otherwise not have been considered.
The unspoken rule is that you must show yourself to be one of them. By demonstrating your work and your relationship, you gain their trust.
Taking the risk of connecting to sage others, over and over in your careering progress, will yield unimagined opportunities. And it will be a model for what you will do for others, in turn.
Make your luck happen!
***
Dr. Adele is the author of "Skills for Success" and "Launch Your Career in College." Visit her website, dradele.com
Wednesday, February 4, 2009
What Does an Executive Director DO?
If You are an extraordinary leader committed to
education, perhaps this is your calling!
DIRECTOR
Job Description
The Santa Barbara Education Foundation
(SBEF) is seeking an Executive Director
with significant management, strategic
planning and fundraising experience to
help expand SBEF to its next phase of
growth.
The Executive Director will oversee all aspects of fundraising, marketing, financial management, program development and implementation, based on general direction from the Board of Directors. The Executive Director is responsible for identifying sources of funding and the successful leadership and management of the organization according to the strategic direction set by the Board of Directors.
Organization Description and Priorities:
The Santa Barbara Education Foundation (SBEF) was established in 1985 and is a broadly based, non-profit community organization with the purpose of improving the education of students through the mobilization of private financial support for the Santa Barbara Elementary and High School Districts.
SBEF receives, administers, and dispenses funds, properties, and gifts of any kind to educational areas of need within the Santa Barbara School Districts.SBEF is focused on enhancing the educational experience for all students in our districts.SBEF seeks to secure a healthy endowment, enabling the foundation to grow in perpetuity.SBEF seeks to raise awareness of Santa Barbara Education Foundation and educational issues.
Provide the community with information regarding Santa Barbara Education Foundation purpose and activities
Provide educators with information regarding fundraising resources and opportunities
Responsibilities:
v Raise awareness about SBEF in the community
v Maintain relationships with existing donors; cultivate new donors
v Serve as liaison with staff in the Santa Barbara Elementary and High School Districts
v Oversee assessment project for local non-profit arts community
v Coordinate with local school based foundations and other education organizations (such as Partners in Education)
v Prepare grant applications; manage grant funded projects
v Oversee the foundation’s budget, accounting and audit
v Work with board members to plan and execute fundraising events
Requirements:
The following are requirements of the position:
A Master’s degree or equivalent in a related field (Education, Administration, Social Development, or other related discipline)
Four or more years of progressive management experience. Nonprofit experience a plus
Thorough knowledge and proven experience in fundraising, capital campaigns, finance and program management
Successful track record in writing and receiving grants
Ability to work with diverse board of directors
Effective marketing skills
Strong written and oral communication skills, including public speaking
Exemplary interpersonal and organizational skills
Vision and creativity
Existing strong connections in the community and a strong commitment to being an active and visible participant in the community
Knowledge of local schools and/or general educational experience is a plus
Compensation:
The Executive Director compensation will be commensurate with experience.
To Apply:
Please e-mail cover letter and resume to SBEF Selection Committee at sbefoundation@gmail.com.
If necessary, hard copy cover letters and resumes may be sent to
the SBEF, c/o Santa Barbara School Districts
720 Santa Barbara Street, Santa Barbara, CA 93101.
Please direct questions to the e-mail address above.
Deadline to Apply: Tuesday, February 28, 2009
education, perhaps this is your calling!
DIRECTOR
Job Description
The Santa Barbara Education Foundation
(SBEF) is seeking an Executive Director
with significant management, strategic
planning and fundraising experience to
help expand SBEF to its next phase of
growth.
The Executive Director will oversee all aspects of fundraising, marketing, financial management, program development and implementation, based on general direction from the Board of Directors. The Executive Director is responsible for identifying sources of funding and the successful leadership and management of the organization according to the strategic direction set by the Board of Directors.
Organization Description and Priorities:
The Santa Barbara Education Foundation (SBEF) was established in 1985 and is a broadly based, non-profit community organization with the purpose of improving the education of students through the mobilization of private financial support for the Santa Barbara Elementary and High School Districts.
SBEF receives, administers, and dispenses funds, properties, and gifts of any kind to educational areas of need within the Santa Barbara School Districts.SBEF is focused on enhancing the educational experience for all students in our districts.SBEF seeks to secure a healthy endowment, enabling the foundation to grow in perpetuity.SBEF seeks to raise awareness of Santa Barbara Education Foundation and educational issues.
Provide the community with information regarding Santa Barbara Education Foundation purpose and activities
Provide educators with information regarding fundraising resources and opportunities
Responsibilities:
v Raise awareness about SBEF in the community
v Maintain relationships with existing donors; cultivate new donors
v Serve as liaison with staff in the Santa Barbara Elementary and High School Districts
v Oversee assessment project for local non-profit arts community
v Coordinate with local school based foundations and other education organizations (such as Partners in Education)
v Prepare grant applications; manage grant funded projects
v Oversee the foundation’s budget, accounting and audit
v Work with board members to plan and execute fundraising events
Requirements:
The following are requirements of the position:
A Master’s degree or equivalent in a related field (Education, Administration, Social Development, or other related discipline)
Four or more years of progressive management experience. Nonprofit experience a plus
Thorough knowledge and proven experience in fundraising, capital campaigns, finance and program management
Successful track record in writing and receiving grants
Ability to work with diverse board of directors
Effective marketing skills
Strong written and oral communication skills, including public speaking
Exemplary interpersonal and organizational skills
Vision and creativity
Existing strong connections in the community and a strong commitment to being an active and visible participant in the community
Knowledge of local schools and/or general educational experience is a plus
Compensation:
The Executive Director compensation will be commensurate with experience.
To Apply:
Please e-mail cover letter and resume to SBEF Selection Committee at sbefoundation@gmail.com.
If necessary, hard copy cover letters and resumes may be sent to
the SBEF, c/o Santa Barbara School Districts
720 Santa Barbara Street, Santa Barbara, CA 93101.
Please direct questions to the e-mail address above.
Deadline to Apply: Tuesday, February 28, 2009
Wednesday, January 21, 2009
Dr. Ellie Corigliano, One Woman's Story: Science, Self Discovery & You
Women, Science, Self Discovery & You
The pursuit of science is a lifetime endeavor toward the pursuit of knowledge.
It is a traveling affair engined by questions, by ideas, by imagination, by “What if’s” in the hopes to one day arrive at a destination where the unraveling of life’s great mysteries are revealed. Sometimes, however, that alone is not enough to stimulate the study of science and requires a more intimate introduction, and perhaps even more so for women.
As a young girl I was exposed to the practice of medicine. My mother and father ran a medical clinic, where my father was the primary physician and my mother; well she did everything else from drawing blood samples to scheduling appointments. My father loved science and medicine and was fascinated with the workings of the human body. He would introduce my siblings and I to medical equipment such as the microscope, the stethoscope, a blood pressure cuff and essentially allowed us to play “Doctor”. Of these technologies, I found the most intriguing to be the microscope. Under the magnifying lens of a microscope, the smallest components of life appeared to be larger than life. It was as though the most unimaginable, magical aspects of life came alive! I was soon enamored with the chemistry of life and found that science became my favorite subject in school.
Meanwhile, a love for the arts had been developing along side my educational pursuits in the form of dance and music. I soon found myself dancing with the Los Angeles Joffrey Ballet. Though I was just a teenager at the time I realized that both of these pursuits enhanced my view of the world and from then on have believed that all things are possible.
In college I had the privilege of having four amazing professors, three men and one woman, that took the time to flatter my questions with discussion and encouraged me to read material beyond the scope of the course textbook. Their direction introduced me to the notion of scientific research. I had been a pre-med student focusing my degree in biochemistry, but in my senior year I decided to pursue a graduate degree in lieu of medical school.
My fascination with medicine, however, continued along side my research and soon I found myself more interested in the application of nutritional biochemistry for disease prevention and disease therapy. My graduate school campus did not house a medical school, and made my interest of nutrition and science challenging. My colleges, my professors, even my friends, were uncertain of my new direction. I realized at that point how valuable it is to have mentors that encourage you, support you and enable you to chase your imagination, your interests.
In the last year of my doctoral studies in biochemistry I began to attend nutritional conferences, take online courses from top Universities (that housed a medical program) and found a place of inspiration. I recently completed my Ph.D. in 2008 and continue to pursue nutritional biochemistry from both a research aspect and an applied aspect. Though challenges are always present, one of life’s greatest gifts is the ability to direct yourself and surround yourself with others who believe in your assertions. As a mother of a teenager, I witness the powerful influence ones environment has on the motivation and commitment to continue and push through the challenges of ones interest.
Women have historically been key contributors to many scientific discoveries, and today many of us turn away from scientific careers, but we are needed in science for our creativity, our relational thinking, our ability to multi-task and our contribution to excellence. I want to encourage women to continue their pursuit of science, their pursuit of family, and their pursuit of happiness by standing up and initiating the restructuring of your environment to enable you and to work with you for your success. All things are possible in the right environment!
Dr. Corigliano will be one of the speakers at the 2009 International Women's Festival, for more information please visit http://www.womensfestivals.org/
The pursuit of science is a lifetime endeavor toward the pursuit of knowledge.
It is a traveling affair engined by questions, by ideas, by imagination, by “What if’s” in the hopes to one day arrive at a destination where the unraveling of life’s great mysteries are revealed. Sometimes, however, that alone is not enough to stimulate the study of science and requires a more intimate introduction, and perhaps even more so for women.
As a young girl I was exposed to the practice of medicine. My mother and father ran a medical clinic, where my father was the primary physician and my mother; well she did everything else from drawing blood samples to scheduling appointments. My father loved science and medicine and was fascinated with the workings of the human body. He would introduce my siblings and I to medical equipment such as the microscope, the stethoscope, a blood pressure cuff and essentially allowed us to play “Doctor”. Of these technologies, I found the most intriguing to be the microscope. Under the magnifying lens of a microscope, the smallest components of life appeared to be larger than life. It was as though the most unimaginable, magical aspects of life came alive! I was soon enamored with the chemistry of life and found that science became my favorite subject in school.
Meanwhile, a love for the arts had been developing along side my educational pursuits in the form of dance and music. I soon found myself dancing with the Los Angeles Joffrey Ballet. Though I was just a teenager at the time I realized that both of these pursuits enhanced my view of the world and from then on have believed that all things are possible.
In college I had the privilege of having four amazing professors, three men and one woman, that took the time to flatter my questions with discussion and encouraged me to read material beyond the scope of the course textbook. Their direction introduced me to the notion of scientific research. I had been a pre-med student focusing my degree in biochemistry, but in my senior year I decided to pursue a graduate degree in lieu of medical school.
My fascination with medicine, however, continued along side my research and soon I found myself more interested in the application of nutritional biochemistry for disease prevention and disease therapy. My graduate school campus did not house a medical school, and made my interest of nutrition and science challenging. My colleges, my professors, even my friends, were uncertain of my new direction. I realized at that point how valuable it is to have mentors that encourage you, support you and enable you to chase your imagination, your interests.
In the last year of my doctoral studies in biochemistry I began to attend nutritional conferences, take online courses from top Universities (that housed a medical program) and found a place of inspiration. I recently completed my Ph.D. in 2008 and continue to pursue nutritional biochemistry from both a research aspect and an applied aspect. Though challenges are always present, one of life’s greatest gifts is the ability to direct yourself and surround yourself with others who believe in your assertions. As a mother of a teenager, I witness the powerful influence ones environment has on the motivation and commitment to continue and push through the challenges of ones interest.
Women have historically been key contributors to many scientific discoveries, and today many of us turn away from scientific careers, but we are needed in science for our creativity, our relational thinking, our ability to multi-task and our contribution to excellence. I want to encourage women to continue their pursuit of science, their pursuit of family, and their pursuit of happiness by standing up and initiating the restructuring of your environment to enable you and to work with you for your success. All things are possible in the right environment!
Dr. Corigliano will be one of the speakers at the 2009 International Women's Festival, for more information please visit http://www.womensfestivals.org/
Thursday, January 1, 2009
BioSciences is Growing Exponentially Fredric Abramson on Leadership
Dr. Fredric Abramson
CEO & Educator on Leadership
We Asked Dr. Abramson about TRUE Leadership
I'm struck by what I see as confusion between an individual taking action and someone taking action AND pointing the way for others.
A leader is out in front. A leader knows that bullets come from two directions: in front and from the back.
A leader realizes it is not about him/her but about the ability and opportunity to get others to act in a coherent, cohesive action.
A leader sees chaos and finds paths to sanity.
A leader is in the middle of playing the game, and doesn't ask anyone to do what he/she wouldn't do.A leader sees "a" future, commits to move towards that future, and works to enlist others to join him/her in reaching that future.
A leader knows that perfection is an illusion, and adjusts as the world changes.
A leader realizes that competition can do things better, and that beating the competition is to be even better. A leader doesn't have to con people with platitudes and clever sayings.
Just some personal thoughts. I agree that we have to retake control of our country.
I also believe we have to retake control of our own lives.
Do you really believe that other people know what's best for you?
If you don't, why do you follow their advice blindly?
About Fredric Abramson PhD., S.M., Esq.
Founder and CEO of Alpha Genics
AlphaGenics was formed to commercialize genomics science with scientifically-based products aimed at the consumer lifestyle market. Consumer lifestyle includes physical appearance, mental performance, dating, and identity security. We leverage the extraordinary technological advances taking place in biotechnology, computers and telecommunications that now enable businesses to develop and deliver focused, personalized products wrapped around a person’s normal genes.
His education includes University of Michigan (Ph.D., Human Genetics), MIT (Master of Science in Management; Alfred P. Sloan Fellow), University of Rochester (M.S. Biology), University of Pennsylvania (A.B. Mathematical Biology) and American University (J.D., 1987), and is admitted to the United States patent bar and the bar of the United States Supreme Court.
Tuesday, December 30, 2008
Al Walsh on Are YOU a True Leader?
Managing Hard Times
Thoughts for corporate executives on managing change.
If you’ve been properly managing your area of responsibility, whether it be Departmental or Corporate-wide, there shouldn’t be any major surprises for you, and you should be able to weather change effectively.
Regardless of your station in the corporate pecking-order, you should have been maintaining your own Strategic & Operational plans, and adjusting them to circumstances. People who exercise this discipline rigorously are seldom surprised, and usually have contingency plans developed for anticipated new developments. There are usually signs that change is in the wind, if you’re paying attention.
If you’re not doing this, or something fundamentally similar, I suggest that you START IMMEDIATELY; before it’s too late.
A key factor of quality management is a forward-looking posture; always anticipating what’s ahead and thinking about how you will adjust - just as you should be looking ahead regarding employee development - and to succession-planning in the event that you are promoted. People who exercise this discipline are better-prepared to deal with change; even on those rare occasions when it comes by surprise.
▪ Take stock of your talent and think about what you will do if a down-sizing occurs. Don’t wait for your boss to give you the bad news before you develop your plan. If you’ve got a marginal performer you’ve been tolerating, it’s time for them to go. Could you get by with fewer employees, or a leaner budget?
▪ If you see financial pressures building, think about what you can do NOW to cut expenses in your area of responsibility. Don’t wait for someone to pass an edict down.
▪ Go back to your last capital budget and review how you might implement less-costly alternatives, or temporarily shelve the parts that haven’t been implemented yet.
▪ If staff-cuts are possible, and cross-training needs to be done between targeted employees & those who would remain, start it NOW.
These are just a few of the ideas you can enact, but the operative words are THINK! and NOW!
When the down-sizing occurs, will you be perceived as a true leader or just another follower?
Your own job may hang in the balance. Get a leg up while you still can, and make it a permanent part of your leadership discipline. Operate lean, mean, and aware!
Good Luck!
Al Walsh is a Los Angeles area "Unrepentant Capitalist"
CAREER ROLES:~ CEO - V.P. - CFO - COO - Entrepreneur~ Executive Committee & Board Member~ Partner and Advisor to CEO's, COO's & Boards~ Multi-Disciplined Consultant & Contractor
Thoughts for corporate executives on managing change.
If you’ve been properly managing your area of responsibility, whether it be Departmental or Corporate-wide, there shouldn’t be any major surprises for you, and you should be able to weather change effectively.
Regardless of your station in the corporate pecking-order, you should have been maintaining your own Strategic & Operational plans, and adjusting them to circumstances. People who exercise this discipline rigorously are seldom surprised, and usually have contingency plans developed for anticipated new developments. There are usually signs that change is in the wind, if you’re paying attention.
If you’re not doing this, or something fundamentally similar, I suggest that you START IMMEDIATELY; before it’s too late.
A key factor of quality management is a forward-looking posture; always anticipating what’s ahead and thinking about how you will adjust - just as you should be looking ahead regarding employee development - and to succession-planning in the event that you are promoted. People who exercise this discipline are better-prepared to deal with change; even on those rare occasions when it comes by surprise.
▪ Take stock of your talent and think about what you will do if a down-sizing occurs. Don’t wait for your boss to give you the bad news before you develop your plan. If you’ve got a marginal performer you’ve been tolerating, it’s time for them to go. Could you get by with fewer employees, or a leaner budget?
▪ If you see financial pressures building, think about what you can do NOW to cut expenses in your area of responsibility. Don’t wait for someone to pass an edict down.
▪ Go back to your last capital budget and review how you might implement less-costly alternatives, or temporarily shelve the parts that haven’t been implemented yet.
▪ If staff-cuts are possible, and cross-training needs to be done between targeted employees & those who would remain, start it NOW.
These are just a few of the ideas you can enact, but the operative words are THINK! and NOW!
When the down-sizing occurs, will you be perceived as a true leader or just another follower?
Your own job may hang in the balance. Get a leg up while you still can, and make it a permanent part of your leadership discipline. Operate lean, mean, and aware!
Good Luck!
Al Walsh is a Los Angeles area "Unrepentant Capitalist"
CAREER ROLES:~ CEO - V.P. - CFO - COO - Entrepreneur~ Executive Committee & Board Member~ Partner and Advisor to CEO's, COO's & Boards~ Multi-Disciplined Consultant & Contractor
Friday, December 19, 2008
TAKING YOUR CAREER QUESTIONS
Please ASK the Experts by commenting on this blog...
it's easy and you can ask your under your own name or completely anonymously.
Just click where it says "Comments" and fill in the blanks.
We will give you a response within 24 hours!
it's easy and you can ask your under your own name or completely anonymously.
Just click where it says "Comments" and fill in the blanks.
We will give you a response within 24 hours!
Saturday, October 25, 2008
GREEN Jobs
Alissa Sears of California and New York based Christie Communications, experts in the Green Sector, shares these thoughts:
Despite the current state of the economy, the green sector continues to grow at rapid rates. The Socially Responsible Investment sector (per Social Investment Forum’s Trends Report) represents roughly 11% of assets under management, and has risen from $639 billion in 1995 to $2.71 trillion in 2007 – a 324 percent growth rate, compared to 260 percent growth in the broader universe of professionally managed assets. These trends towards ethical consumerism have also shifted the workforce and the growth of opportunities available for people to "do good" while doing well. In the next five years, we see these sectors continuing to grow with the simultaneous growth of jobs providing new opportunities in alternative energies, green products and services, and amazing growth in the entrepreneurial realm. In an Economist survey of more than 1,250 senior business executives, 57% thought the benefits of pursuing sustainable practices outweighed the costs. We were recently featured in a great book called "Green Careers," a WetFeet Insider Guide that details the process of working green and the necessary skills.Links:http://www.wetfeet.com http://www.betterworldshopper.com
Despite the current state of the economy, the green sector continues to grow at rapid rates. The Socially Responsible Investment sector (per Social Investment Forum’s Trends Report) represents roughly 11% of assets under management, and has risen from $639 billion in 1995 to $2.71 trillion in 2007 – a 324 percent growth rate, compared to 260 percent growth in the broader universe of professionally managed assets. These trends towards ethical consumerism have also shifted the workforce and the growth of opportunities available for people to "do good" while doing well. In the next five years, we see these sectors continuing to grow with the simultaneous growth of jobs providing new opportunities in alternative energies, green products and services, and amazing growth in the entrepreneurial realm. In an Economist survey of more than 1,250 senior business executives, 57% thought the benefits of pursuing sustainable practices outweighed the costs. We were recently featured in a great book called "Green Careers," a WetFeet Insider Guide that details the process of working green and the necessary skills.Links:http://www.wetfeet.com http://www.betterworldshopper.com
Wednesday, September 10, 2008
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