Kandy LeadingP1040079We often get the question, “what is more important to an organization’s success, developing its people, or having solid processes in place?” Ultimately, they are equally important.

In reality they are only important once the strategy has been identified. Strategy is the foundation of the organization and all goals, actions and results are driven from it. It is the times of the year that we know companies are developing their strategy for the upcoming year(s). Take time to develop a clear plan. Everything you do will come off that. Next, budget so you have the appropriate people and to implement that plan.

Sometimes things are already in place and sometimes there is an investment making sure that you get them in place. We often recommend starting with developing the people in an organization. They ultimately are the ones who must implement the strategy and reach towards the goals, whether there are good or bad systems in place. We believe that the power and attitudes of engaged leadership and staff can go a long way towards identifying issues, changing culture into one of a customer focused perspective and moving the company forward despite less than optimal processes. Once you can begin to see where there is resistance to changing processes to optimal.

Those who are truly leading the organization will begin to make process changes as they come up: however some longer and more complex processes require concentrated efforts with a focused attention and systematic view that can be difficult to implement without outside assistance. A proven step by step process improvement model and approach will yield great results, improving the time to delivery, decreasing variation, and increasing quality while delighting your customers.

Wherever you are in your organization development, continue to drive towards engagement of both your customers and employees through a strategy aligned with your leadership and the goals they are working towards and processes that allow for easier attainment of those goals We have helped others develop their abilities to lead and engage, and improve the way they work.

Have you ever thought about how much time you spend planning your vacations, parties, or celebrations of special events? We do this because we want to do everything we can to assure a great vacation, party, or celebration. Compare this to the amount to time we spend planning the rest of our lives.

When was the last time you reviewed a “typical” day at home? How about at work? When did you go over what you were doing and step back and compare it to the big picture of where you wanted to go? We find most people almost never plan for those types of days, but when they do they are more likely to positively reach their outcomes.

When you plan, try these steps

  1. Begin with the end in mind. By that we mean, make sure it is written, harmonize with your life and wishes and is yours, not someone else’s. Then decide what goal you want to attain, and state it in specific, measurable, attainable, realistic, and time bound parameters. In other words make it W.H.Y. S.M.A.R.T.
  2. Next think about the reasons you have yet to accomplish this goal or have what you desire. List out the barriers or obstacles.
  3. For each barrier or obstacle, list a number of potential solutions. This will allow you to quickly move past the barrier should it come up without losing time as you move through your plans.
  4. For each solution, detail the action steps with your own time frame for accomplishing them.
  5. Make sure your action steps dates line up and result in your goal being completed within your identified time frames.
  6. Write out affirmations that will support your goal. Affirmations grease the wheels of your thinking and keep you moving even when things go slightly off track.

Without plans you are likely to be following someone else’s plans and end up in a place you did not intend. Planning puts you in. You can attain your dreams. We help individuals and organizations plan for success. If we might be able to help you, let us know.

We do have a customer that whose job it is to put out fires, literally – a local fire department. However, we find that when we begin working with most of our customers they are also in firefighting mode. This is true if they are a healthcare facility, an information technology company, a human services organization, an insurance company, or a school district. Most of them consider this to be the “norm” for their industry.

How many times have you said or heard something like “that’s the way it is here in (insert industry), we are different than other industries. We cannot avoid these things, they are the unexpected that are thrown on us.” Yet as we continue our work, and each person looks at their days, we ultimately get unanimous agreement that somewhere between 35-60 percent of their time is “non-valued added” to their success or the success of the areas they manage.

Non- value added things might include rework of a failed project or proposal. Rework of that project or proposal because additional information was discovered that changed the scope. It might also include looking for people to get information from that you need for your work; when you expected to get the information some time last week.

Non-value added work is cleaning up an avoidable mess. Non- valued added work is duplicating work that others are also doing. Non-value added work is really anything that is not specifically aligned with the successful completion of the goals of the organization. How does this all relate to firefighting?

Begin with planning and prioritizing and this will give you a jumpstart at removing some small bits of that work. Once some of the non-valued added work is taken out, you begin to have more time to plan what you are doing on a daily basis. As you plan, you have the opportunity to discover the causes of some of the problems and put steps and processes in place to prevent them.

As you plan, you have the opportunity to be proactive and work on programs and processes before they become an “emergency” As you plan you become more focused and productive.

Ask + Goals = PBC —> IR

Above is our formula for individual performance excellence. ugg boots uk Here is the best way to understand it: Starting with the end in mind, everyone wants Improved Results (IR) somewhere. oakley jupiter squared It might be I your home life, or work. adidas nmd That as a given, if you want improved results, or any different results for that matter, you must make changes. nike air max 2017 soldes In order for your life to change, you must change. asics shoes Many have heard the saying, the definition of insanity is to keep doing the same things and expect different results. nike air max 1 argent Specifically, this must be Positive Behavioral Change related to the improved results you are looking for. Changing up healthy delivered meals for Fast food drive through, will not move you towards a healthier life style. It must be Positive Behavioral Change. Back to the formula, continuing to work the formula backwards, goal setting makes achievement possible. asics outlet You must know where you are and where you want to go to be able to set goals in business or anywhere in life. ugg slippers sale clearance And to the beginning of the formula is ASK, Attitude, Skills, and Knowledge. What Skills and Knowledge do you need to be able to improve your performance? How can you get them? Most importantly is attitude. Where do you need to change your attitude about you and your work. cheap ugg boots uk Where are your “habits of thought” getting in your way? Putting it all together from the beginning; Change your attitude where it is limiting you, gain some new skills and knowledge, set SMART goals around the improvements you want to see, and you will start to experience positive behavioral changes that will result in improvements in areas that are important to you.

When talking to a prospect we were referred to, he mentioned that they had all good intentions of getting a specific project completed, but despite the fact they recognized the value of completing the project, the day to day business of doing business had gotten in the way. This is not an uncommon concern we hear from our customers. It is also a consideration that weighs as part of the reason to hire us. In addition to our ongoing commitment to our customers, expertise, integrity and proven track record of getting results, it is one of the reasons for engaging us that we frequently hear.

However, choosing the right consultant for your business can be a difficult task. Once you have clearly defined the goals you are planning on obtaining, you can start your search.

Here are some things to consider:

  1. What type of consultant are you looking for? For example, is it someone with technical skills, regulatory knowledge, planning expertise, or a pro at developing people?
  2. Experience. Do they have the experience working in the area you need them?
  3. How big are they? While not always true, it is likely that smaller consultant practices will provide more personal interactions and that they are able to customize a solution to meet your needs.
  4. Do you like them? While this is just a feeling, it is an important one. You will be working closely with them, and positive relationships are important in successful outcomes. It is easier to have great communication with someone you like. Make sure you have the opportunity to meet those who will actually be delivering the services.
  5. Do you trust them? Often consultants will need to dig into the down and dirty parts of your company. For them to do their jobs and have an outcome that will stick, they will need accurate information. If you hesitate to give them this information, you should not hire them.
  6. Capacity. Are they big enough to deliver what they said they would? What resources do they have?
  7. Customized. If consultants come in with a proposal before truly understanding what your problem is, hesitate. Until consultants have a chance to ask questions, it is difficult to provide an answer to the questions “what can you do for us and what will it cost?”

Consultants can provide a valuable service. When you need one, make sure you are spending your money wisely.

We help individuals and organizations make changes that are significant to their staff and leadership growth and organizational alignment. If we might be able to help you, let us know.

If you would like to learn more about us, go to our web page, like us on Facebook, follow us on twitter, check out our LinkedIn page, or You Tube channel.

Connections. Nike TN You never know where they may lead. nike shoes uk Estimates vary between 100-600 people that we each know well enough to refer someone to. Kids Air Jordan While I shy away from that number personally, I embrace it professionally. If you think about the number of people you know…not just your close friends or allies, but people you know what would the total be. adidas shoes This might include your dentist and their staff, your doctors, realtors, neighbors, people in the stores you frequent…what might that number look like? How does this list expand, and what can you do to expand it organically? I recently had lunch with a colleague who I know primarily through New York City contacts. In the end, she has connections with people in the North Country of NY. nike lebron Who would have guessed? Ultimately, working with your connections means working to create deeper, improved connections. cheap ugg boots uk You would like them to refer you to their customers, colleagues, and connections, but they will not unless the ultimately trust and value your relationship. ray ban aviator crystal Plot out a map, stretching into and value of your current network. Go beyond the first level and look to second and third level connections and work to improve those. cheapest shop for uggs Find ways to get personal introductions, take advantage of them and nurture them.

The basic reason for communication is to prompt some behavioral change or action. We know that when we communicate, we do NOT transfer a precise bit of information. Even when we accurately use the correct words or gestures to express what we want to, there is no guarantee how it will be received, because they do not have meaning themselves, but rather people give meaning to the words and gestures. Effective communication is only accomplished in a two way relationship.

When communicating, we know how we feel about other people’s ideas, and we also know what we BELIEVE other people feel about our ideas. We do not know how other people feel about our ideas, and what other people believe they know about your ideas.

Understanding this emotional component will facilitate mutual understanding. Other people engaged in conversation with you are first gauging how they think you feel about what they are saying, and then evaluating your ideas. When you put all these pieces together, and attempt to understand others, you can begin to have empathy for them.

To improve the likelihood that the your communication is being understood, follow these principles:

  1. Be logical. Our minds function in an orderly fashion and can only concentrate on one thing at a time. It may be helpful to develop a list of key points first.
  2. Be alert. We interpret the words we are hearing into pictures. If there seems to be a disconnect between you and those you are communicating with, ask questions to understand the picture they are creating. Do you need to change the way you are communication in regards to pace or detail?
  3. Be brief. When it comes to words more is not better. Choose your words carefully.  Many times we use an excessive number of words and increase the likelihood of misunderstandings.
  4. Listen for understanding

As you develop your ability to expressively communicate, you will gain the respect of those you work with.

We help individuals and organizations make changes that are significant to their staff and leadership growth and communication. If we might be able to help you, let us know.

If you would like to learn more about us, go to our web page, like us on Facebook, follow us on twitter, check out our LinkedIn page, or You Tube channel.

 

We would like to take a pause from our traditional blog post to recognize what is going on right now. Hurricane Harvey has dealt a devastating blow to so many, and continues to cause havoc and destruction. We wont know the final outcome, or how lives will be put back together for a long time.

What we do know is that professionals, and neighbors, those from near by, and far away have risen to the occasion to do WHATEVER they can. Some driving boats, some helping at shelters, some sending or raising money. We have seen some of the best of our humanity. For that we are grateful.

Our hearts and thoughts go out to all those impacted. Our gratitude goes out to all who are and will pitch in as the days, weeks and years to come..

Successful people are highly skilled at influencing others. Successful leaders work with people who do what the leaders need to get done because they believe that it is exactly what they want and know that they will benefit from it. What is it that they know that less successful people don’t know? What is it that they do that others do not do?

Here is what they know and what they do:

1. They realize that empathy is a skill that can be developed and are careful to develop their empathy skills, increasing the likelihood that they will understand how they feel when they do what they do.

2. Similarly, they value good communication, know how hard it is and work hard to improve communication.

3. Specifically they know about their employees lives. They do not pry or push but rather they interact with them in a variety of situations and actively listen when they offer information. Successful leaders then are able to follow up with appropriate questions or express appropriate concern.

4.They also learn about what is motivating to their employees or colleagues. They recognize which things in the environment bring out the best for each individual.

5.Successful leaders understand the talents and strengths of those around them. They understand that when people are asked to work in areas that are their natural talents that they work better, more creatively and produce innovative products and answers.

6. Those who are the best at getting results, also appreciate the value of combining the knowledge of strengths and motivators to propel results even higher. They individually consider each of those working with them, allowing them to work as much as possible on projects that require their strength and then shape the environment to support each individual’s motivations.

Leaders accomplish much through those around them. What are you doing to lead your employees and division or company to higher levels of success?

We help individuals and organizations make changes that are significant to their staff and leadership growth. If we might be able to help you, let us know.

If you would like to learn more about us, go to our web page, like us on Facebook, follow us on twitter, check out our LinkedIn page, or You Tube channel.

Have you noticed that the best clinicians or technicians become supervisors or team leaders? Pretty common. Why? Well, because they are the best clinician or technician of course. Would you promote a mediocre clinician or technician to be a supervisor or team leader? You might want to consider it.

We do not “anoint” our physicians, nurses, phlebotomists, therapists or in many cases even our aides. Those who become the best clinicians start by choosing the career. Each level of practioner then has its course of study, clinical practice or internships, and one or more layers of exams or proficiencies. For many professionals there are ongoing clinical education requirements that help keep them up to date. We would go further by buddying the new therapist up with an experienced one for a year. They were given the time and expected to meet weekly, to practice and problem solve.

Yet, we anoint our supervisors or team leaders. “Susie, by virtue of being a super-tech you have earned the right to be super-visor” Susie goes home, throws a party for her family and friends, and comes back on Monday wearing her newly pressed cape with a big “S” on it. We have missed the steps of finding out if it is something she would choose, giving her a course of study, practice and some sort of feedback as to her proficiency. Rather than making sure she has a more experienced and successful coach, and the time allotted to meet together, we say: “call me if you need me, I’d be happy to help”. No super-tech turned super-visor worth their weight would ask for help in that situation. Susie will just figure it out, hit or miss, fail and succeed.

Your super-worker may be a super-visor, so might the mediocre worker.

What if we changed our model and figured out which of  our competent techs has the natural talents needed to supervise others, asked if they had the desire to be a team leader, gave them the skills, practice time, checked their proficiency and gave them access to a coach for a year?

What different results might we get and how might that impact our outcomes?

We help individuals and organizations make changes that are significant to their staff and leadership growth. If we might be able to help you, let us know.

If you would like to learn more about us, go to our web page, like us on Facebook, follow us on twitter, check out our LinkedIn page, or You Tube channel.

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