March 8th, 2009 at 07:41pm
Under Change-Management
Recently, I summarized the tips and strategies provided in two of the morning sessions at our recent 2006 Best Bosses Conference, held September 27, 2006 in Chicago. Below, I continue in this series of articles dedicated to the knowledge provided by the workplace leaders and experts at the Conference workshops. In recounting the two remaining morning sessions, Evolution of a Best Boss: Changing to Grow Your Organization and Small Steps to Big Culture Change, the common theme is organizational change.
Evolution of a Best Boss: Changing to Grow Your Business
Empowerment is not letting your staff do what they would have done anyway. Its letting people do the stuff youre uncomfortable with or that you wouldnt have done. Thats a lot harder, but thats what empowerment is.
These are the words of Charlie Jones, chief marketing officer of RedPeg Marketing, based in Virginia. President & CEO Brad Nierenberg, who was named a Best Boss in 2004, brought Jones into the organization one year ago to help him grow the business to the next level.
Nierenberg had created RedPeg to be the kind of organization that I would want to work for. He had built a successful event marketing agency through outstanding sales skills, excellent execution and building a loyal staff. But increasing competition and a quickly-changing marketing landscape made him realize that to continue to grow, RedPeg needed the skills that he saw in Jones: more brand marketing savvy to develop longer-term, value-based relationships with clients. Nierenberg realized that Jones had both the marketing skills and experience with a broad base of businesses that would help move RedPeg into a different competitive position.
The only remaining question was the question of fit. Charlie believed in everything that I am really passionate about, said Nierenberg. He believed in people, believed that a lot of the larger organizations dont do the little things that are so important. And hes a great manager.
I am great at generating ideas and love executing projects, said Nierenberg. Still, he will readily admit that he knows less about how to effectively manage his staff. Jones arrival has allowed Brad to do what he loves and does best: sell.
Jones, the CEO pointed out, is very adept at managing people and holding them accountable. One of the first things he did was to conduct training for all staff on relationship building, including how to give and receive feedback, conflict management and the impact of different types of power and influence on relationships. The duo also shared how they have worked to build an environment where creative people thrive, which included changing the name of their art department to the Creative Department.
What has Nierenberg had to give up in the process? Im no longer the big boss, the guy, he said. I had to give up my spotlight, and that is a huge sacrifice to make. The result is that employees are seeing more opportunity to grow within the firm, and clients are seeing more strategic marketing capability at RedPeg.
Small Steps to Big Culture Change
It is very important for people to have greater insight into their culture, especially leaders, because if not, you run the risk of being managed by your culture instead of managing it.
Prepping attendees for the interactive exercises they would soon undertake to achieve an understanding of culture and its significant impact in shaping the work environment, Diane Stoneman, Winning Workplaces director of consulting and training, shared this sentiment. Her session partner, Kimberly Scott, director of the Masters Degree Program in Learning & Organizational Change at Northwestern University, added, We want to get the imagery going in your mind. I want you to think about the last meeting you attended in your organization.
Rearranging their row seating to assemble in groups of four to five that were conducive to this group exercise, attendees brainstormed on the last meeting they attended not a conglomeration of a bunch of meetings youve been in, but the last meeting you were in, Scott added. This distinction would be important for the self- and group-exploratory work that attendees were about to do.
After a few minutes, Scott and Stoneman asked attendees who were comfortable to share their meeting metaphors with each other. Rousing and insightful discussions ensued. Scott then brought everyone together to discuss some of the metaphors that emerged for the group at large. One attendee, Diane, said her meeting metaphor was like a visit to the zoo or being at the zoo and Im the zoo keeper. Another attendee likened her meeting experience to being a sports announcer or referee at a football game.
Scott explained how this exploration of meeting metaphors can lead to ideas about the larger work culture: Meetings are often described as a microcosm or as a fractal of the organizations culture. You can look at them as through a microscope and keep honing in more and more on that pattern, and its the same at every cross section you take.
Scott and Stoneman then discussed how varied work cultures can be. For instance, IT companies are often concerned about speed, while financial firms generally focus on building trust and relationships. The presenters concluded the workshop by inviting attendees to describe how they see their own work cultures.
Among other interesting observations that emerged, Eric, a student of Scotts at Northwestern and a former captain in the U.S Coast Guard, said, It is crucial that every person at every level understand not just the values but the underlying assumptions. If the whole organization isnt on board, youre going to break down and lose any chance to be sustainable.
Winning Workplaces’ goal is to provide small and midsize employers with proven, practical, and affordable people practices. Too often, the information and resources needed to create a high-performance workplace are out of reach for all but the largest organizations. Winning Workplaces is changing that by offering employers affordable consulting, training and information. We help employers assess needs and develop strategies to improve their workplace practices.
For more information, please contact us at: http://www.winningworkplaces.org
Author: Mark Harbeke
Keywords: best boss,small business,conference,ceo,president,founder,change management,organizational change
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By admin
March 8th, 2009 at 07:41pm
Under Change-Management
The medical treatment has d significantly in the past few years. It presents many administrative difficulties during the preparation of insurance policy procedures and dealing with complicated claim forms. To avoid these complexities, doctors look out for outside help, and hire representatives to advise them, attend insurance company seminars, and provide them with regular financial reports. This is called medical billing outsourcing. It has become a thriving in the modern age.
Very often, it is impossible to post in-house staffs for preparing medical billing, because they may not have in-depth knowledge and time to handle claims. So, most healthcare providers resort to medical billing outsourcing which involve the hiring of billing professionals. They act as consultants for doctors, and assist them in handling all medical billing needs, coding practices, and preparation of fee structure. A good outsourcing project is as a sure method of maximizing the average earning of a doctor than employing an in-house staff. The earlier doctor consultant system has been replaced by online medical billing outsourcing today.
Medical billing outsourcing assists doctors in saving money through payroll generation, equipment reduction, elimination of postage, and with software support. Outsourcing to a professional billing company frees you from administration problems. In the USA, a number of leading medical billing outsourcing companies offer assistance to your medical billing needs. These companies are equipped with a network of medical billing outsourcing experts and a number of medical billing tools on the Internet The host company serves you with free database, clearinghouse set up and practice, and other online benefits.
Medical Billing provides detailed information on Medical Billing, Medical Billing Software, Medical Billing Services, Medical Billing Jobs and more. Medical Billing is affiliated with Medical Coding Certification.
Author: Damian Sofsian
Keywords: Medical Billing, Medical Billing Software, Medical Billing Services, Medical Billing Jobs
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By admin
March 8th, 2009 at 07:41pm
Under Change-Management
Change is one of the only certainties in life it is constant.
How we adapt to change will be one of the most determining factor in evaluating our successes or our failures.
where we end up.
who we end up with.
and what weve got.
Change is never more apparent than in our personal development
-physical
-physiological
-mental.
we are one time a son, to become a man, a father and on to grandfather as we proceed from infancy through to adult and old age
we are born frail and weak gaining in strength only to return to frailty and weakness again.
from knowing nothing to - knowing everything and on to - knowing a little bit well. Or for the true seeker to realize that in the end we know nothing.
In the business world there is also a hierarchical process of change as evidenced by those who become truly successful.
It is this writers observation that those who rise to spectacular heights in their business endeavours move through a state of management into one of leadership.
from managing things to leading people.
In the process of making this exciting change it is necessary to move through 3 various states of dependency.
1. True dependency as in an infants dependency on the mother.
2. Independence like the state called adolescence
3. Interdependence a state of mutual support in all aspects of endeavour playing our part well in the operation of the whole.
It is in the state of interdependence that the qualities necessary for true leadership emerge.
Management is the process of assuring that the program and objectives of the organization are implemented.
Leadership on the other hand, has to do with being a visionary and engaging others in the dream exciting people and motivating them to perform to the best of their abilities.
People are tired of being Managed
Richard Kerr states this in a most simple and humorous manner when he says:
-People dont want to be managed - They want to be led.
-Whoever heard of a world manager?
-World leader, yes.
-Education leader, yes.
Political leader - Religious leader - Scout leader - Community leader - Labour leader - Business leader Yes!
-They lead.
-They dont manage.
-The carrot always wins over the stick.
Ask your horse. You can lead a horse to water, but you cant manage him to drink.
If you want to manage somebody, manage yourself.
Do that well and youll be ready to stop managing and start leading.
John C. Maxwell, in his book Develop the Leader Within You says that he remembers the words from the president of Hyatt Hotels:
-If there is anything that I have learned in my 27 years in the service industry, it is this 99% of all employees want to do a good job. How they perform is simply a reflection of the one for whom they work.
Leadership is a condition that can be acquired through applying principles.
Leadership in business is developed not discovered.
Granted, some people are born with leadership qualities but most leaders develop their skills through:
-mentoring
-training and
-developing, dare I say it, self discipline.
Leadership is a state of personal awareness first and foremost.
If we are serious about success in an ever-expanding global business market we must first develop an attitude of personal integrity.
The business person that spends time honing their personal integrity will not only be successful in business but will find themself in a position of high regard and will be sought after by others for counsel on many topics.
Outside-In v Inside-Out
As we in Australia shift our focus away from the traditional markets in Europe and North America and begin to communicate more with our Asian counterparts, especially the Republic of China, we are faced with a dilemma.
The methods of doing business in regards to the peripherals
-Products
-Marketing
-Service
are the same everywhere - but the manner in which we approach business the manner in which we communicate with our counterparts in the Asian market well, now thats a different kettle of fish.
We are faced with an oriental mind-set that has been shaped by a philosophy that is thousands of years old a product of logic and manner that at times seems to be unfathomable to the western mind.
To come to grips and understand this difference in philosophy will require a shift in thinking one that moves away from management toward the highly pro-active state of leadership.
I heard it many years ago and the words resound as strong to-day as then You can tell a lot about a person by the books they read and the people that they associate with.
In other words, its time to go back to school and study to learn how to become a person that commands respect and consequently, takes on the mantle of leadership.
A leader is best
When people barely know that he exists,
Not so good when people obey and acclaim him,
Worst when they despise him.
Fail to honour people,
They fail to honour you;
But of a good leader, who talks little,
When his work is done, his aim fulfilled,
They will all say, We did this ourselves.
All the best in reaching your individual potential and if leadership is your goal dont forget to look behind occasionally to see who is following.
Copyright, 2006,
Double K Pty Ltd
Thank you
kevin@thehealtheducator.com
Kevin and Katy Hinton are renowned Natural Health Educators & Advocators who have assisted a broad range of people to reinvigorate their lives through common-sense Natural Health practices.
They are trusted advisors to many in the corporate world in Australia and North America who recognize the life-improving value of Natural Health habits. Their experience in the field reveals that adopting practical Natural Health habits usually helps drive success in other areas of life.
Acumen, Queensland Business, August, 2006
Author: Kevin Hinton
Keywords: change, business, leadershhip, management, dependency, independence, interdependence
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By admin
March 8th, 2009 at 07:41pm
Under Change-Management
Within the corporate world, there are the living dead, which are the sick companies that go on a wretched existence, without any hope of turnaround. These companies need a miracle such as a resurrection from the dead. Many of these companies need a change of DNA or business models. They are technically commercially insolvent and the owners will face the fate of bankruptcy if they close down the operations. Therefore, these living dead just hang around, waiting for the death sentence. For some, the death sentence may take years before the owners decided not to throw in good money anymore to chase after bad money. For others, the bubble keeps getting bigger such as the construction companies in Singapore that continue to clinch loss-making projects to cover up for the earlier losses.
Some of these living dead are large companies with huge amounts of bank debts. However, the banks are unwilling to wind up these companies, as some one said: When you owe the bank lots of money, you owe the bank. These banks may go under together with these living dead. Therefore, these living dead are allowed to survive in the short term. An example is Donald Trumps corporate empire that went into massive financial difficulties in the 1980s. He owed the banks a lot of money then and the banks were unable to press the trigger to stop the flow of credit as they would be dragged down with him
If companies are caught in such situations, the owners have to take some tough decisions to get out of this quandary. It is important to know when to exit. An optimised exit is one of getting out of non-core or under performing businesses, where there is a loss of confidence in the management and further losses and declining profitability are expected. Removing such under-performing assets can free up capital for investments in the core businesses
If you are able to optimise your exit, then it is no longer perceived as organisational failure but rather unlocking of your values. Optimised exits should be made strategically rather than be done out of desperation. This is because when it is done out of desperation and panic, quite often the value of the company is diminished. Successful exits require a lot of planning and can maximise shareholders value, minimise cost, liability and disruption as well as enhance the value of the enterprise.
Optimised exit is necessary for many living dead. For some it may mean cleaning the deck prior to an acquisition or integrating a large acquisition that included non-core or unprofitable assets. For others, the business model needs to be revamped with the market changes. The management needs to be able to bail the company out of the dire situation and scarce resources need to be re-deployed elsewhere for better returns. For some others, it may be a case of the shareholders and owners getting tired of the business and deciding to move on to do something else.
There are various channels to bail the company out. One way is to sell the business as an ongoing concern. Another way is to attempt to turn around the company from financial losses before disposal. If the company has a grim chance of turning around, it is better to close the company immediately, cut losses and move on. There is nothing to be ashamed about with your company going bust. Many successful entrepreneurs suffered failures in their earlier ventures. They are able to make subsequent comebacks. It is better to bite the bullet, avoid bankruptcy and recoup the losses and to fight another day than to be totally dragged down to the bottom because of trying to save a hapless situation.
Usually, it is difficult to get a good price or premium when selling a troubled company. Many acquirers try to avoid buying a loss-making enterprise like a plague. They will find it extremely difficult to convince their shareholders to undertake the risks of acquiring a loss-making enterprise. For instance in China, some loss-making and state-owned enterprises are offered for sale at one dollar without acquiring the past liabilities. Yet, there are few takers. You never know the full liabilities that you can be buying into. In Singapore, some businesses are conducted at a loss. The high rental overheads, expensive manpower staffing, etc, have eroded all the profits. However, many entrepreneurs felt trapped and reluctant to shut down their business as they will have to proceed with bankruptcy procedures immediately. However, any delay in closing down such businesses can dash any hope of recouping the losses.
There are some points to consider before you embark on saving the company. Is it worth the pain and effort? Do you want to keep it going by throwing good money to chase after bad money? Therefore one needs to ask whether ones company is worth more dead than alive? If it is much like a vampire, neither dead nor alive but living on the nutrients and sustenance of the living blood, then it is time to drive a stake through the heart and relieve the misery of the living dead. It is worth more to be dead than alive.
http://www.corporateturnaroundexpert.com
Dr Mike Teng (DBA, MBA, BEng, FIMechE, FIEE, CEng, PEng, FCMI, FCIM, SMCS) is the author of the best-selling business book Corporate Turnaround: Nursing a sick company back to health, in 2002. In 2006, he authored another book entitled, Corporate Wellness: 101 Principles in Turnaround and Transformation. Dr Teng is widely recognized as a turnaround CEO in Asia by the news media. He has 27 years of experience in corporate responsibilities in the Asia Pacific region. Of these, he held Chief Executive Officers positions for 17 years in multi-national, local and publicly listed companies. He led in the successful turnaround of several troubled companies. He is currently the Managing Director of a business advisory firm, Corporate Turnaround Centre Pte Ltd, which assists companies on a fast track to financial performance. Dr Teng was the President of the Marketing Institute of Singapore (2000 2004), the national body representing some 5000 individual and corporate marketing professionals in Singapore
Author: Mike Teng
Keywords: turnaround, entrepreneurs, troubled company, acquirers, cut losses, loss-making, avoid bankruptcy
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By admin
March 8th, 2009 at 07:41pm
Under Change-Management
We are all creatures of habit, whether we like it or not. Even though our habits often keep us in our comfort zone instead of reaching our goals, habits per se are not necessarily bad. Without habits, we would have to make conscious decisions at every turn. Nothing would be automatic. We would have to think about everything from brushing our teeth and combing our hair to driving the car. Habits allow us to perform thousands of tasks and routines without causing a mental overload. The only pertinent question regarding habits would be: Am I willing to develop good habits or am I content to develop or continue with bad ones? We can make a habit our servant, or we can allow it to become our master.
The following writing I came across several years ago. I found it to be a very powerful reminder for us all as it pertains to the habits we each hold on to so closely:
Habit
I am your constant companion.
I am your greatest helper or your heaviest burden.
I will push you onward or drag you down to failure.
I am completely at your command.
Half the things you do, you might just as well turn over to me,
And I will be able to do them quickly and correctly.
I am easily managed; you must merely be firm with me
Show me exactly how you want something done,
And after a few lessons I will do it automatically.
I am the servant of all great men
And, alas, of all failures as well.
Those who are great, I have made great.
Those who are failures, I have made failures.
I am not a machine,
though I work with all the precision of a machine
Plus the intelligence of a man.
You may run me for profit, or run me for ruin;
It makes no difference to me.
Take me, train me, be firm with me
And I will put the world at your feet.
Be easy with me, and I will destroy you.
Who am I?
I am HABIT! (Anonymous)
Developing good habits, in every area from diet to communication skills, can be viewed as a conscious effort to become consistent in our performance. This consistency manifests itself in two distinct ways. Good habits will be consistent with our governing values. Habits are patterns of behavior that involve three components: Knowledge, Desire and Skill. Because these three components are learned rather than inherited, our habits are our second nature, not our first, thus they are not our current habit. We can make or break our habits!
PJ Germain
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By admin
March 8th, 2009 at 07:41pm
Under Change-Management
In the movie, Ghost Buster, the theme song starts off, If there is something strange in the neighbourhood, who do you call: Ghost buster. Similarly, a sick company needs to call on the Corporate Turnaround Expert if you find something awfully unwell in your company.
Sales, margins and customers are rapidly decreasing! Competitiveness and debts are the only increases you are facing! Creditors and banks are chasing you for payments. You have waited, hoping that your nightmare would be over soon. But things get worse before they get better.
It is normal that when you fall sick, the first thing you do is to see a doctor. But why allow this situation to explode into a financial crisis? The company needs to go into intensive care unit now. You should have sought help earlier. It has now become a desperate case to save your company - otherwise, it will go under and you will become a bankrupt or lawsuits could be filed against you.
What has just described happens to thousand of companies every day in Asia. Many of us just do not seek help early enough for our corporate woes due to unfounded fears and reasons - what if the bank learns about it and pulls the credit facilities? What if the employees learn about the poor state of health and jump ship? With the face-saving culture in Asia, what if my friends, customers and associates learn that I am not doing well, would they reject me? Why should I call on the Corporate Turnaround Expert in Asia?
When you need a heart by-pass, you naturally call in a cardiologist rather than any general practitioner. When you have tax problems, you call in a tax consultant and not any accountant. Yet, many troubled companies make the fatal mistake of not approaching the right professional for help. Many continue to use their own internal who are already like a deer caught in the floodlights, petrified and totally clueless on how to move forward.
Many of us would not use self-medication if we were seriously sick. Yet, we make this mistake when managing our troubled es. Most of the time, a troubled company cannot be fixed solely from the within. The may harbour too much prejudices, vested interests and baggage. If the medicine is too bitter, the may not have the guts to swallow it. The company needs somebody from the outside who is able to say no firmly when necessary. If the internal is the cause of the problems, then the use of the internal is like using leeches to cure leukemia.
OK, you figure you have a solution. You can fix the problems by changing your current incompetent and recruiting successful managers from healthy companies. These managers will not cut it as they have not had to work with low-morale employees, creditors screaming for payments and diminishing market share as clients switch to competitors.
You need to hire a Corporate Turnaround Expert with many years of turnaround experience grounded with proven turnaround techniques. You need a Corporate Turnaround Expert and his team of specialists to improve your situation. As an outsider, the corporate turnaround expert brings unfair advantages to the turnaround process. The Corporate Turnaround Expert has no emotional baggage tied to a new dream or historically interesting but economically irrelevant service. Nor is the Corporate Turnaround Expert beholden to the present . The Corporate Turnaround Expert can ask dump questions without looking dump. One or two dump questions will turn out to be brilliant ones.
Contrary to expectation, employees will accord the Corporate Turnaround Expert the co-operation. These employees understand that the Corporate Turnaround Expert represents their last chance and that he or she did not create the problems. They will be open to the Corporate Turnaround Expert as they know that he or she is there to help the company succeed. With the right demeanour and without any rudeness, the employees will guide the Corporate Turnaround immediately towards the major problems.
Care has to be taken in the selection of a company doctor or turnaround specialist or Corporate Turnaround Expert in Asia. There are many professionals in Asia who profess to be turnaround specialists but are actually only financial people who are preoccupied with cost-cutting measures.
Certainly such skills are important but it is only part of the answer. The specialist also needs to have gone through adversity and has track record of successfully turning around troubled companies. Why spend another sleepless night worrying what to do next? Similar to taking care of your physical health, early diagnosis and proper treatment are keys to your corporate recovery. You just cannot afford another day to procrastinate.
When you are afflicted by cancer, immediately see an oncologist and do not rely on your family doctor. There is a cure for your corporate cancer if proper treatment is administered early enough. Call on the Corporate Turnaround Expert immediately before it is too late. Avoid bankruptcy now.
http://www.corporateturnaroundexpert.com
Dr Mike Teng (DBA, MBA, BEng, FIMechE, FIEE, CEng, PEng, FCMI, FCIM, SMCS) is the author of the best-selling book Corporate Turnaround: Nursing a sick company back to health, in 2002. In 2006, he authored another book entitled, Corporate Wellness: 101 Principles in Turnaround and Transformation. Dr Teng is widely recognized as a turnaround CEO in Asia by the news media. He has 27 years of experience in corporate responsibilities in the Asia Pacific region. Of these, he held Chief Executive Officers positions for 17 years in multi-national, local and publicly listed companies. He led in the successful turnaround of several troubled companies. He is currently the Managing Director of a advisory firm, Corporate Turnaround Centre Pte Ltd, (http://www.corporateturnaroundcentre.com)which assists companies on a fast track to financial performance. Dr Teng was the President of the Marketing Institute of Singapore (2000 2004), the national body representing some 5000 individual and corporate marketing professionals.
Author: Mike Teng
Keywords: Corporate turnaround expert in Asia, turnaround specialist, company doctor, avoid bankruptcy
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By admin
March 8th, 2009 at 07:41pm
Under Change-Management
A parasite is medically defined as an organism that lives on within another organism at the expense of the host. Bureaucracy is an administrative system, which places undue emphasis on adherence to complex procedures and inflexible rules of operation. It is an administration characterised by excessive red tape and routine. This impedes effective action, slows down decision-making and adds unnecessary layers of costs. Bureaucracy is sometimes described as the tail wagging the dog and is a parasite to productivity. It is also like the millstone around ones neck, limiting mobility.
Most of the large organisations have some form of bureaucracy. It is a given, inherent structure created largely by Alfred P. Sloan, who became president and CEO of General Motors (GM) in 1923. He recognised the need for coherence and unifying order when he confronted GM, a sprawling corporation that was in dire need of organisation. It was Sloan who transformed GMs loosely configured, far-flung divisions into a coherent corporation. But while that organisational form worked well for many years, it had begun to become too restrictive as business became more demanding and more global in the 1980s.
Jack Welch told his people to fight it, kick it. Welch fought a two-decade war against bureaucracy with initiatives like boundaryless and Work-Out. GEs list of values specifically addressed the companys intolerance for bureaucracy and it was at the top of this list for many years. Welch recognised the adverse effects of bureaucracy and knew that unless he rid the organisation of the worst of it, GE would never become a legitimate global competitor. He called bureaucracy the Dracula of institutional behaviour, meaning that it kept rising from the dead after being driven with a stake into it. He was concerned that bureaucracy was creeping back into the organisation. He hated bureaucracy, knowing that layers slow down decision-making. He delayered the organisation and removed the use of headquarters in order to help GE become more nimble and competitive. By waging war on bureaucracy and the old ways one movement at a time, Welch established a solid foundation on which he eventually built GEs famed learning organisation
Margaret Thatcher, the former Prime Minister of United Kingdom (1979 1990) who privatised Britain Inc, the state-owned enterprises, did not support bureaucracy and consensus. She said: To me consensus seems to be: the process of abandoning all beliefs, principles, values and policies in search of something in which no one believes, but to which no one objects; the process of avoiding the very issues that have to be solved, merely because you cannot get agreement on the way ahead. What great cause would have been fought and won under the I stand for consensus banner?
With privatisation, Britain Inc was able to cut back on bureaucracy and re-gain its natural corporate wellness. Many countries have followed Britains footsteps to privatise its government sector thereby minimising bureaucracy and boosting productivity.
If you desire speed and quick response to market changes, then the command-and-control bureaucracy is not the best way to run a business. It is more important to get everyone involved than adhering to a rigid hierarchy. Many companies are cutting down on headquarters bureaucracy as they are bogging companies down, stifling the units ability to reason and quickly decide. Business was moving too quickly and bureaucracy was strangling creativity and innovation. Gun down bureaucracy as it is the enemy of productivity.
http://www.corporateturnaroundexpert.com
Dr Mike Teng (DBA, MBA, BEng, FIMechE, FIEE, CEng, PEng, FCMI, FCIM, SMCS) is the author of the best-selling business book Corporate Turnaround: Nursing a sick company back to health, in 2002. In 2006, he authored another book entitled, Corporate Wellness: 101 Principles in Turnaround and Transformation. Dr Teng is widely recognized as a turnaround CEO in Asia by the news media. He has 27 years of experience in corporate responsibilities in the Asia Pacific region. Of these, he held Chief Executive Officers positions for 17 years in multi-national, local and publicly listed companies. He led in the successful turnaround of several troubled companies. He is currently the Managing Director of a business advisory firm, Corporate Turnaround Centre Pte Ltd, (http://www.corporateturnaroundcentre.com)which assists companies on a fast track to financial performance. Dr Teng was the President of the Marketing Institute of Singapore (2000 2004), the national body representing some 5000 individual and corporate marketing professionals.
Author: Mike Teng
Keywords: Bureacracy, productivity, ged products at Amazon.com’>delayering, Jack Welch, red tape, mobility, CEO, transformed, GE
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March 8th, 2009 at 07:41pm
Under Change-Management
Committees have been the bane of management almost from the beginning of time. Like a number of other things in our world, you cant live with em, and you cant live without em, right?. Not so fast, friend. There may actually be a way to rid the business world of committees, once and for all.
You say your company has a problem? Time to form a committee to deal with it, to recommend a solution! Got another problem? Another committees got to be the way to go. Do that often enough, and your committees become a problem of their own. Typically, committees tie up too many resources for too long while accomplishing too little.
Im not quite sure what it is about committees that prevents them from being constructive or productive, but theyre often neither. Rarely have been. Seldom will be. Committees, after all, are where the difficult is sent to be buried, studied to death, or to simply forgotten.
Ive got a suspicion the problem with committees is that theyre called committees. I hope I havent lost you here. Stay with me just a moment longer, please. Research totally unscientific, mind you seems to indicate that committees have been so useless for so long that no one any longer expects them to accomplish anything.
What to do? Let me share with you a suggestion I made to one of my clients. Get rid of them! All committees. And never create another committee again.
No, that wont make the problems of your business go away. Sorry bout that. But the second half of the suggestion certainly might.
You say your company has a problem? Form a Task Force to deal with. Yes, a Task Force. Even the name implies action. Know something? Just that one simple change a change in name made a world of difference. When questioned, the people who had been named to Task Forces indicated that they felt a responsibility their word, not mine to come up with solutions to the problems they were given.
I must admit, however, that the first attempt at ridding this client of useless committees didnt work nearly as well. Probably because the first name change I recommended to replace committees was Study Groups. And guess what? Those members felt an obligation to study the problems they were given, but not necessarily to develop solutions for them.
Proving once again that a rose by any other name might smell the same, but certainly committees do not.
2006, Philip A. Grisolia, CBC
Phil Grisolia is first and foremost a wordsmith. Hes also an award-winning copywriter, an author, business coach, and educator. To learn more about Phil and the wordsmithing he provides for his clients, drop in on him anytime at http://PhilGrisolia.com . While there, be sure to sign up for a free subscription to his best-in-class newsletter Making Sense of Marketing.
Author: Phil Grisolia
Keywords: Committees, management committees, problems, problem solving, solving problems, communications
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March 8th, 2009 at 07:41pm
Under Change-Management
Following is the second part of an article on change, what it means and how we can make it work for us and not against us.
The Way You View Is The Way You Do
The way you view the world and yourself is the way you live and move in the world. The way you view is the way you do. Change is a matter of viewing; it is as much about perception as it is about maintaining stability and security.
When I conduct seminars on the topic of transition management, I have half the audience view for about ten seconds a drawing of a young lady and the other half view for ten seconds a drawing of an old lady. These are actually two versions of the same picture. If you took both versions and put them together, youd have a depiction of a single female person. The one half doesnt know what the other half is seeing. I would then have the entire audience look at the amalgamated picture and tell me what they saw. In every case, a large majority of those who view the drawing of the young lady immediately prior to seeing the combined picture say they see a young lady; likewise, a large majority of those who view the old lady first say they see an old lady. Furthermore, many of these folks, when challenged to see what others saw, adamantly defended their initial perception because they were unable to see the other lady in the picture. It is amazing how just ten seconds can shape what you see and how you see it.
The perception we have of ourselves and the world is shaped by our need for stability and security in our lives. Driven by our need to survive both as a body and as a person we default to a perception of change as being threatening and frightening.
Of course, if we remain as we are we cannot grow beyond our self-imposed limitations and limiting notions about what we can become and the contributions we can make. Most of us realize this and do make attempts from time to time to get out of the physical, psychological and spiritual ruts that keep us traveling along the same smooth, well-worn paths within our private comfortable universe.
Unfortunately, most of our efforts to change go nowhere and wind up fueling our fears that change will be for the worse, not for the better. This failure to launch and consummate change serves to reinforce our pessimistic attitude toward it and harden our perception of the world as being antagonistic to our self-interests.
In times of failing to effect the change we want, it would be wise to remind ourselves of the words of the popular advice columnist, Ann Landers: maturity is the ability to live in peace with that which we cannot change. The abbreviated version of Reinhold Niebuhrs Serenity Prayer is always calming in times of trouble: God grant me the serenity to accept the things I cannot change, the courage to change the things I can and the wisdom to know the difference.
Perception Shifting
In order to break this cycle of resistance to change and get yourself out of your ruts, the first place to start is to alter slightly something that is familiar and routine. You could go home or to work a different way, for example. When you alter your path you shift your perception. When you change even a little you begin to see different things such that when you go back to the familiar you see things differently.
Take just ten seconds (you really wont need any more) and concentrate on a particular behavior you exhibit and ask yourself, why do I do this? Is it because there is absolutely no other way to do it? Honest answers will reveal a better way, probably several all in less than a minute!
You will also need to consider what you think is impossible under current circumstances. Think about something you believe just cannot be done right now. Perhaps its a way to improve an existing process, to speed it up or reengineer it for better results, or capturing a big account for the company, or any persistent nagging problem youre dealing with at the present. As you think of these things, you are convinced they are impossible to do or to solve.
Now, imagine what would need to change in order for these impossibilities to become possibilities. Next, identify the first and all subsequent steps you need to take to make the changes necessary to turn these impossibilities into possibilities. Who else needs to be involved in planning and implementing these changes? Keep in mind that small, steady incremental steps often lead to profound change that can result in achieving what previously was thought to be impossible. Tom Peters, a popular management guru, put it this way: most bold change is the result of a hundred thousand tiny changes that culminate in a bold product or procedure or structure.
Approaching it from another angle, J. Paul Getty, a twentieth century oil billionaire, said, Id rather have a dollar from a hundred people than a $100 from one person. When looking at the prospect of changing yourself, your organization or society, it behooves innovators to conceive the entire effort as a whole but not to perceive it as such but rather in smaller more management segments.
Heres another good example of how to intentionally shift your perception. This regards money and wealth but it applies equally to all aspects of your life. If you want to be a millionaire, then you must think and act like one before you can become one. You must ask yourself, how would a millionaire think about this issue Im dealing with right now? How would a millionaire act in this situation? Youll soon arrive at the conclusion that there are different ways to think and act than your own. Then think and act in those ways if you see them being better than yours!
I heard someone say several years ago, dont write a check for any amount under $100. You must think in terms of hundreds not ones, fives or tens. This abundance consciousness eventually allowed me to attract enough money so that writing a $100 check was as painless as writing a $10.00 check a few years before. Its now up to $1000! Im working on $10,000 and expect to be there soon and then go even further! Why not? The mind once stretched by an idea can never return to its original dimensions, said Oliver Wendell Holmes. The problem with most of us is that we refuse to entertain great ideas and allow them to stretch our minds and expand our thinking. We allow our fear of getting out of our comfort zones to get the upper hand at the very point where prosperity and abundance begin. If theyre nipped as buds in our minds, our dreams, daring thoughts and aspirations will never blossom into sweet success yielding the intoxicating nectar of joy and fulfillment.
Adopt the view that the difficulties and hardships that accompany any change are actually a part of the growth the changed state will foster. Emmet Fox, the famed spiritual advisor to many successful people, said, it is the Law that any difficulties that can come to you at any time, no matter what they are, must be exactly what you need most at the moment, to enable you to take the next step forward by overcoming them. The only real misfortune, the only real tragedy, comes when we suffer without learning the lesson.
You dont have to suffer through change. You can view change as purging you of your small-mindedness and provincial self-protective attitudes so you can emerge as stronger, more clear-minded and enthusiastically focused on doing the most important activities that lead to the most rewarding outcomes.
The following acronym has been helpful to me in times of change: I C.A.N. W.I.N.! (I Concentrate Action oN Whats Important Now!). This has helped me realize that I can participate in the change process to make it beneficial for all those affected. It shifts my normal attitude toward and perception of change from negativity to hopefulness and from dread to anticipation. Bring it on!
Ken Wallace, M. Div., CSL has been in the organizational development field since 1973. He is a seasoned consultant, speaker and executive coach with extensive business experience in multiple industries who provides practical organizational direction and support for business leaders. A professional member of the National Speakers Association since 1989, he is also a member of the International Federation for Professional Speaking and holds the Certified Seminar Leader (CSL) professional designation awarded by the American Seminar Leaders Association.
Ken is one of only eight certified Business Systems Coaches worldwide for General Motors.
His topics include ethics, leadership, change, communication & his unique Optimal Process Design program.
Tel:(800)235-5690 Claim your free Leadership Self-Evaluation Checklist by visiting the Better Than Your Best website.
Author: Kenneth Wallace
Keywords: change,transition,innovation,perception,reality,success,wholeness,fulfillment,dreams,wealth,truth
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March 8th, 2009 at 07:41pm
Under Change-Management
In 1971, Alvin Tofflers book, Future Shock, shook the world. Toffler predicted that millions of ordinary, psychologically normal people will face an abrupt collision with the future . . . many of them will find it increasingly painful to keep up with the incessant demand for change that characterizes our time. Thirty-five years later, we can say that Toffler has been proven correct in this assertion. And the incessant demand for change continues unabated while the painfulness in trying to keep up afflicts more and more people throughout the world.
An editorial in the Atlantic Journal offers the following observation:
The world is too big for us. Too much going on, too many crimes, too much violence and excitement. Try as you will, you get behind in the race, in spite of yourself. Its an incessant strain, to keep pace. . . . And still, you lose ground. Science empties its discoveries on you so fast that you stagger beneath them in hopeless bewilderment. The political world is news seen so rapidly youre out of breath trying to keep pace with whos in and whos out. Everything is high pressure. Human nature cant endure much more!
These words state well what many people are thinking today. However, they appeared in the Atlantic Journal on June 16, 1833. Much has changed in the world since then yet our reaction to change has remained unchanged: we dont like it, were easily confused and overwhelmed by it and we resist it!
Change by Consent or Coercion?
We seek to situate ourselves within the world in a manner that maintains physical, emotional and psychological equilibrium. Change challenges that equilibrium. In 1833 change was happening at what was thought to be an astonishing rate. Its faster now. It can knock us off-balance and leave us down for the count if we let it.
When external change occurs it forces us to change something about ourselves. And the toughest thing to change is our attitude toward change. We may not resist the idea of change but we do resist having to change anything about ourselves even if we know its in our best interest to do so. Perhaps this is what John Steinbeck meant when he said: It is the nature of man as he grows older to protest against change, particularly change for the better.
As the adage goes, change is inevitable but growth from change is optional. If we are to make change work for us instead of against us, we must choose to change our attitude toward change. And this will require that we alter our thinking about ourselves and our world.
Security and Stability
The psychological reason why change elicits such a strong aversion in human beings is that we possess a strong need and craving for security and stability. This is manifested in the most basic human instinct: self-preservation. This primal instinct should actually be divided into two parts, each with equal strength of influence on the individual:
preservation of ones self
preservation of ones self-image
The fact that life exists at all can be a source of hope for the future. I can say to myself in times of discouragement, at least Im alive and have a chance to continue living; and I will fight with everything I have to preserve and expand my life into the future. This sentiment is captured well at the end of Gone With the Wind when a forlorn yet defiant Scarlet OHara, hungry and having lost everything she valued in life, loudly proclaims to herself, As God is my witness, Ill never be hungry again! Even in the midst of the uncertainty and distress that change often brings we can still solemnly pledge to reestablish the stability and security we once possessed, perhaps even on a grander scale, because we are yet alive.
When challenged by external circumstances to change ourselves we can choose either to give up, give in and give out (a colloquial expression meaning to be completely exhausted and/or overwhelmed) or to learn, adapt and transform into something different than before. Unfortunately, as Steinbeck observed, until we reach a point like this in life we will rarely consent to change anything about ourselves, largely because we dont really have to. However, as Dr. W. Edwards Deming, founder of the quality management movement, quipped, it is not necessary to change. Survival is not mandatory.
The second aspect of the human instinct toward self-preservation, the preservation of ones self-image, speaks to the resistance we have to any idea, behavior, or process that threatens our existing beliefs. Our self-image is the composite of our strongly held beliefs about ourselves and the world. We prefer to continue believing what we believe at any given moment. Its like Newtons First Law of Motion: a body at rest tends to remain at rest or a body in motion tends to remain in motion at a constant speed in a straight line unless acted on by an outside force. Our thinking and believing tend to travel along the same route within the myriad of mental connections within our brains. This is why changing from the inside is such a difficult endeavor and why our attitude toward change (being against it) is so hard to modify.
Since we see the world not as it is but as we are, whenever the world changes around us it no longer remains a comforting reflection of the way we see ourselves. External change challenges us to adjust the way we see ourselves. This is the path of change most of us experience. We will change only when coerced rather than taking a proactive approach to crafting the change we want to effect. Until forced, we dont much see the need to change. We prefer to react to change from the outside rather than create the kind of change we want from the inside.
The Truth Sets You Free, But Not Before It Hurts
Our innate predilection to react to rather than create change is partly because it is painful to change. The research of a Canadian neurosurgeon discovered some dramatic facts about the human minds reaction to change. He conducted various experiments that demonstrated that when a person is forced to change a fundamental belief or opinion, the brain undergoes a series of nervous sensations equivalent to distressing torture.
Change frequently involves facing the truth about yourself and your fundamental beliefs and admitting that you havent become or accomplished what you really wanted. An honest and thorough self-examination leads to freedom of the soul from self-doubts and deceits. But the truth that sets you free first hurts to see. And the prospect of pain, let alone the actual experience of it, is enough for most of us to avoid seeing what we must change about ourselves in order to experience the joy, wholeness and abundance that are the fruits of freedom. Sadly, the numbness of enslavement to conformity is preferred to the passing pain of change that leads to true and lasting inner freedom.
The psychological spot in our lives that contains our existing beliefs is commonly called a comfort zone a place of perceived stability and security. It is the place to which we retreat when change is thrust upon us, within which we wish not to be disturbed and out of which we desire not to be drawn.
When change needs to occur because things would be better if they did, the comfort zone becomes a rut; and a rut, as the famous motivator, Earl Nightingale, once said is nothing more than a grave with the ends kicked out. Many of us can be found hiding in our comfort zones shielding ourselves from a future we perceive as being filled with insecurity and instability. One day we wake up to find ourselves in a grave we dug ourselves. From that point on we either change the view we have of ourselves or life simply passes us by.
As Sydney Harris says, Our dilemma is that we hate change and love it at the same time; what we want is for things to remain the same but get better. If this attitude occurs, we suffer the effects of insanity that Albert Einstein defined as: doing the same thing over and over but expecting different results. Change can drive us insane or it can be the means of tremendous growth far greater than we can imagine from the constricted confines of our comfort zones.
Another reason we resist change is that there are so few people actually engaged in making it happen. Machiavelli wrote in The Prince, there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things, because the innovator has for enemies all those who have done well under the old conditions and lukewarm defenders in those who may do well under the new.
Being at the forefront of anything that is perceived to be significantly different from that with which the prevailing culture has grown comfortable is to put yourself in an uncomfortable place. Since we are mainly reactive and operate primarily out of our comfort zones, we find ourselves being enemies of change or merely lukewarm defenders of those who work to make it happen. This is another way of saying that we seek equilibrium within our lives that makes us feel secure and stable as we look into the future. We dont want to feel the insecurity and instability that often accompany stepping into the vanguard of change. It frightens us even to think about it.
Hurt Your Hurt, Frighten Your Fear
Change is not something to be feared. Rather, it is something we should welcome, for without change nothing in this world would ever grow or blossom and no one would ever move forward to become the person they want to be.
How do we get to the point where were actually welcoming change instead of resisting it? You must first learn to manage fear, especially your fear of change.
Years ago, when my children would hurt themselves, Id tell them to hurt your hurt and have them pretend to grab a hold of the place where it hurt, throw it on the ground and then stomp on it. This activity objectified their pain and gave them a semblance of control over it as well as an awareness of a future that did not contain the pain. It provided them with an understanding that they were greater than their pain because they were not equal to their pain. They could see that pain was something that occasionally happened to them but that it should never define or limit their self-image or the possibilities for their future.
This same approach applies to fear. As Eleanor Roosevelt famously said, you gain strength, courage and confidence by every experience in which you really stop to look fear in the face. You are able to say to yourself, I have lived through this horror. I can take the next thing that comes along. You must do the thing you think you cannot do. Another way of saying this is that you must frighten your fear instead of fearing your fear, as Eleanors husband, Franklin, instructed Americans on the eve of World War II not to do. Look your fear in the face and confidently go through it instead of shrinking from it. When you do this, your fear will do the shrinking. Otherwise, you will wind up fitting the description of an empty and pitiful person offered by Eleanors Uncle Teddy: Far better it is to dare mighty things, to win glorious triumphs even though checkered by failure, than to rank with those poor spirits who neither enjoy nor suffer much because they live in the gray twilight that knows neither victory nor defeat.
Fear stops us from achieving much of what were capable of achieving because were afraid of our fear. Were scared that our fear will take over when we attempt great things and cause us to fail. Elbert Hubbard was right when he said, the greatest mistake you can make is to be continually fearing you will make one. Frighten your fear by facing it with the willingness to fail in doing so. When fear realizes it has a strong adversary facing it, one who is prepared for failure in the passionate pursuit of freedom from spiritual and psychological enslavement, it always backs down and quickly loses strength.
Fear cowers in the presence of confidence and courage. As with my childrens activity of hurting their hurt this way of managing fear objectifies it and gives you inner control over it resulting in an awareness of a future that is not ruled by it. You realize that you are greater than your fear because you are not equal to it. Fear is something that happens to you from time to time but it is never something that should define and limit your self-image and potential for future greatness and abundance.
Leon Martel, in Mastering Change, the Key to Business Success, describes three common traps that keep us from recognizing and using change:
1. Believing that yesterdays solutions will solve todays problems
2. Assuming present trends will continue
3. Neglecting the opportunities offered by future change
You must plan to change with a plan for change. Otherwise, you will be forced to change without a means to fashion its character and dimensions. What you have to plan for is how youre going to grow both from the change that you choose to create and the change that will happen without your consent. Growth can occur both from what you make happen and what you make of what happens.
Read Part Two of this article for effective ideas on how to implement your personal plan for growth from change.
Ken Wallace, M. Div., CSL has been in the organizational development field since 1973. He is a seasoned consultant, speaker and executive coach with extensive business experience in multiple industries who provides practical organizational direction and support for business leaders. A professional member of the National Speakers Association since 1989, he is also a member of the International Federation for Professional Speaking and holds the Certified Seminar Leader (CSL) professional designation awarded by the American Seminar Leaders Association.
Ken is one of only eight certified Business Systems Coaches worldwide for General Motors.
His topics include ethics, leadership, change, communication & his unique Optimal Process Design program.
Tel:(800)235-5690 Claim your free Leadership Self-Evaluation Checklist by visiting the Better Than Your Best website.
Author: Kenneth Wallace
Keywords: change,transition,innovation,perception,reality,success,wholeness,fulfillment,dreams,fear,truth,joy
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