Steps of Excellence in bringing the Result
Setting goals
Establishing measures and resources
Testing changes
Setting goals
Establishing measures and resources
Testing changes
Goal
•Make your goal clear and with the back-up plan
•Focus and write down all the information
•Share your goal and make it realistic
•Ensure your goal is positive and environmental
•Make your goal clear and with the back-up plan
•Focus and write down all the information
•Share your goal and make it realistic
•Ensure your goal is positive and environmental
Measures and resources as basis of successful project
-Financial and Human support share the same priority in completing the project
-Ensuring that company has materials they need for production is on the top of the list for a good operation.
-Seek effectiveness in measuring data over time
-Financial and Human support share the same priority in completing the project
-Ensuring that company has materials they need for production is on the top of the list for a good operation.
-Seek effectiveness in measuring data over time
Testing changes
Every managing for results is nearly always followed by changing condition during the process.
Use these strategies to resist:
►Solve problems using creative solutions and back-up plan
►Monitor and evaluate your operational system
►Track the progress
Every managing for results is nearly always followed by changing condition during the process.
Use these strategies to resist:
►Solve problems using creative solutions and back-up plan
►Monitor and evaluate your operational system
►Track the progress
If you want to deliver results, you need to:
•Know what you want
•Have big picture and great team
•Be flexible
•Take ownership
•Do delegation
•Be a LEADER
Some great values and personal qualities that will help you to deliver...
Belief:
"The only thing that stands between a person and what they want from liefs often the will to try it and the faith to believe it's possible."--Rich Devos
Courage:
"Courage is the door that can only be opened from the inside."
--Terry Neil
Excellence:
"It is a funny thing about life: if you refuse to accept anything but the best,
you very often get it."
--Somerset Maugham
Discipline:
"To get what we've never had, we must do what we've never done."
--Anonymous
Knowledge:
"Knowledge is like climbing a mountain;
the higher you reach, the more you
can see and appreciate."
--Anonymous
Perseverance:
"In the confrontation between the stream and the rock,
the stream always wins...
not through strength but by perseverance."
--H. Jackson Brown
Responsibility:
"EXCUSES are the nails used to build a house of failure."
--Don Wilder
Passion:
"Many things will catch your eye, but only a few will catch your heart...
PURSUE THOSE."
--Anonymous
Belief:
"The only thing that stands between a person and what they want from liefs often the will to try it and the faith to believe it's possible."--Rich Devos
Courage:
"Courage is the door that can only be opened from the inside."
--Terry Neil
Excellence:
"It is a funny thing about life: if you refuse to accept anything but the best,
you very often get it."
--Somerset Maugham
Discipline:
"To get what we've never had, we must do what we've never done."
--Anonymous
Knowledge:
"Knowledge is like climbing a mountain;
the higher you reach, the more you
can see and appreciate."
--Anonymous
Perseverance:
"In the confrontation between the stream and the rock,
the stream always wins...
not through strength but by perseverance."
--H. Jackson Brown
Responsibility:
"EXCUSES are the nails used to build a house of failure."
--Don Wilder
Passion:
"Many things will catch your eye, but only a few will catch your heart...
PURSUE THOSE."
--Anonymous
Final thought on how to deliver
-Be aware that any task is possible to do, if you have all lifetime ahead of you.
-Big challenge is to stay on the time track…
-Have strong will and a good calendar!
Make your decisions based on the result
-Results-based decision making has foundation in monitoring the results of an operation itself, more than the activities.
-Receive feedback about the success of your operation and use this feedback to alter future operations and increase their success.
-Be aware that any task is possible to do, if you have all lifetime ahead of you.
-Big challenge is to stay on the time track…
-Have strong will and a good calendar!
Make your decisions based on the result
-Results-based decision making has foundation in monitoring the results of an operation itself, more than the activities.
-Receive feedback about the success of your operation and use this feedback to alter future operations and increase their success.
Success is coming from the environment where quality counts, innovation is celebrated , and the people are what matter the most
Distinguishing the challenge
-Sizing up the challenges you face in your new position is your first task. Some of the challenges will be technical ones, and some will be adaptive ones.
-It is important to distinguish between these two types, as your approach to them will differ dramatically
-Technical challenges are answered by technical solutions: a new procedure or piece of software, more resources, a better mousetrap
-Adaptive challenges are much more problematic – although technical challenges can be complex, they are not as sweeping in scope. Adaptive challenges result when what made us successful in the past is no longer relevant – they don’t respond to technical fixes.
The principle difference between leading adaptive work and leading work is that adaptive work presumes the constancy and necessity of change.
-Sizing up the challenges you face in your new position is your first task. Some of the challenges will be technical ones, and some will be adaptive ones.
-It is important to distinguish between these two types, as your approach to them will differ dramatically
-Technical challenges are answered by technical solutions: a new procedure or piece of software, more resources, a better mousetrap
-Adaptive challenges are much more problematic – although technical challenges can be complex, they are not as sweeping in scope. Adaptive challenges result when what made us successful in the past is no longer relevant – they don’t respond to technical fixes.
The principle difference between leading adaptive work and leading work is that adaptive work presumes the constancy and necessity of change.
The Iceberg phenomena is also applicable on human beings
THE CAN DO ATTITUDE
-You CAN DO everything, but not all at once.
-You CAN DO everything, if it’s important enough for you to do.
-You CAN DO everything, but you may not be the best at everything.
-You CAN DO everything, but there will be limitations.
-You CAN DO everything, but you’ll need help.
BEST QUOTES ON POSITIVE ATTITUDE
-A positive thought is the seed of a positive result.
-If you don’t like something, change it. If you can’t change it, change your attitude. Don’t complain.
-The most significant change in a person’s life is a change of attitude. Right attitudes produce right actions.
-If you really want to be happy, nobody can stop you except ALLAH.
-Whether a glass if half-full or half-empty, depends on the attitude of the person looking at it.
-There is a better way for everything. Find it.
-A positive attitude is not a destination. It is a way of life.
-The difference between a successful person and others is not a lack of knowledge, but rather a lack of will.
-The positive thinker sees the invisible, feels the intangible, and achieves the impossible.
-The man with confidence in himself gains the confidence of others.
-You will only go as far as you think you can go.
-The biggest mistake of all is to avoid situations in which you might make a mistake.
-A positive attitude is like a magnet for positive results.
-Our life is a reflection of our attitudes.
-Positive attitudes create a chain reaction of positive thoughts.
-Attitude, not aptitude, determines your altitude.
-No man fails if he does his best
-Sooner or later, those who win are those who think they can.
-A creative attitude is the fuel of progress and growth.
-Either I will find a way, or I will make one.
-Be the change you want to see in this world.
-Forgive others and you will be forgiven.
Scouring the Terrain for Resources
You’ve accepted the position, sized up its challenges, and articulated
a vision for what you want to accomplish. Now it’s time to assemble the resources- -money, personnel, time, advice, and good will- necessary to accomplish the task. (This is specially important if you are heading up a new initiative.) Essentially, you need to build a coalition of people inside (and often outside) the company who are convinced of the urgency of your task and willing to supply the resources you’ve requested.
The vision itself will be a crucial tool in this effort. So will your own credibility and influence : they will function as seed capital in your quest to gain buy-in.
Armed with the vision and your own credibility, influence, and political sensibility, seek out those above you and alongside you, as well as those outside your company in your quest for support.
-Support from above An early champion-preferably at a very senior level- is the most likely source for the money, personnel, and time you need to accomplish your task. But she can also provide leverage in persuading others of the importance of the vision, access to additional resources, and help removing obstacles.
-Lateral support Allies in other functional areas of the company can provide expertise that is critical to the success of your work.
-Support form allies outside your organization Depending on what you’re trying to accomplish, it may be helpful to bring vendors, suppliers, and customers on board.
You’ve accepted the position, sized up its challenges, and articulated
a vision for what you want to accomplish. Now it’s time to assemble the resources- -money, personnel, time, advice, and good will- necessary to accomplish the task. (This is specially important if you are heading up a new initiative.) Essentially, you need to build a coalition of people inside (and often outside) the company who are convinced of the urgency of your task and willing to supply the resources you’ve requested.
The vision itself will be a crucial tool in this effort. So will your own credibility and influence : they will function as seed capital in your quest to gain buy-in.
Armed with the vision and your own credibility, influence, and political sensibility, seek out those above you and alongside you, as well as those outside your company in your quest for support.
-Support from above An early champion-preferably at a very senior level- is the most likely source for the money, personnel, and time you need to accomplish your task. But she can also provide leverage in persuading others of the importance of the vision, access to additional resources, and help removing obstacles.
-Lateral support Allies in other functional areas of the company can provide expertise that is critical to the success of your work.
-Support form allies outside your organization Depending on what you’re trying to accomplish, it may be helpful to bring vendors, suppliers, and customers on board.
Keeping your staff and Allies Motivated
Regardless of whether you are putting your staff together or whether they are already in place, the importance of the ongoing support of your subordinates cannot be overemphasized. At the beginning of a new initiative, motivation usually isn’t a big problem- unless people are
confused about what is expected of them.
As the work proceeds, however, the long hours add up and tedious tasks seem to become even more tedious. Opposition to the initiative may suddenly materialize.
Allies’ attention and support gets diverted. Unforeseen events disrupt even the best plans. It’s natural for people to begin to drag their feet, forget about details, lose steam, or give in to opposition. How do you counteract these tendencies?
Regardless of whether you are putting your staff together or whether they are already in place, the importance of the ongoing support of your subordinates cannot be overemphasized. At the beginning of a new initiative, motivation usually isn’t a big problem- unless people are
confused about what is expected of them.
As the work proceeds, however, the long hours add up and tedious tasks seem to become even more tedious. Opposition to the initiative may suddenly materialize.
Allies’ attention and support gets diverted. Unforeseen events disrupt even the best plans. It’s natural for people to begin to drag their feet, forget about details, lose steam, or give in to opposition. How do you counteract these tendencies?
Create a holding environment
A holding environment is a relationship based on trust in which the leader holds staff members’ attention. A holding environment :
•Reinforces trust among members
•Forces people together so they can focus on issues
•Helps a leader regulate the conflict necessary to do the job
•Upholds principles of mutual respect and consideration
•Focuses on behavior, not personality
•Gives workers a sense of purpose
•Creates opportunities for others’ professional growth
•Fosters a positive attitude
•Protects its members.
You can establish a holding environment that enables employees to feel protected and heard, so that they can do their best work:
•Treat everyone, at every level of the hierarchy, with the same respect and consideration
•Give everyone’s ideas serious consideration
•Be fair, kind, and courteous at all times
•Never put other people down
•Be honest. Admit it when you make a mistake or when you don’t have the answer
•Protect your group. Define a boundary around your group and shelter them from interference. Go to bat for your team to get the resources you need. Show courage in sticking up for your people
•Do not tolerate scapegoating or misapplied blame
•Use every reasonable opportunity to foster others’ professional growth
A holding environment is a relationship based on trust in which the leader holds staff members’ attention. A holding environment :
•Reinforces trust among members
•Forces people together so they can focus on issues
•Helps a leader regulate the conflict necessary to do the job
•Upholds principles of mutual respect and consideration
•Focuses on behavior, not personality
•Gives workers a sense of purpose
•Creates opportunities for others’ professional growth
•Fosters a positive attitude
•Protects its members.
You can establish a holding environment that enables employees to feel protected and heard, so that they can do their best work:
•Treat everyone, at every level of the hierarchy, with the same respect and consideration
•Give everyone’s ideas serious consideration
•Be fair, kind, and courteous at all times
•Never put other people down
•Be honest. Admit it when you make a mistake or when you don’t have the answer
•Protect your group. Define a boundary around your group and shelter them from interference. Go to bat for your team to get the resources you need. Show courage in sticking up for your people
•Do not tolerate scapegoating or misapplied blame
•Use every reasonable opportunity to foster others’ professional growth
The members of your staff have different capabilities, needs, and growth potential. Stay flexible in dealing with them, try to respond to them in ways that address their particular needs and interests.
-Be directive with people who are just learning a new skill. They need very specific instructions and ongoing feedback.
-Support people who are learning skills but are still gaining experience. They need direction, but also the freedom to make some mistakes, and encouragement to keep going.
-Encourage people who may be highly competent, but who may lack self-confidence. Use positive reinforcement to help them recognize their developing abilities.
-Delegate to highly motivated and experienced people. Don’t just delegate work that you find unpleasant. Determine whose expertise or personal experience is suited to a “stretch” assignment, then give that person the freedom and support she needs to succeed.
-Be directive with people who are just learning a new skill. They need very specific instructions and ongoing feedback.
-Support people who are learning skills but are still gaining experience. They need direction, but also the freedom to make some mistakes, and encouragement to keep going.
-Encourage people who may be highly competent, but who may lack self-confidence. Use positive reinforcement to help them recognize their developing abilities.
-Delegate to highly motivated and experienced people. Don’t just delegate work that you find unpleasant. Determine whose expertise or personal experience is suited to a “stretch” assignment, then give that person the freedom and support she needs to succeed.
Deliver Results
Leadership is the capacity to translate vision into reality.
Warren Bennis
Warren Bennis
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