TIPS NewsletterTIPS Newsletter
Common Sense Managing TIPS Newsletter
May 29, 2000
Bill Werst, Editor
Common Sense Managing TIPS Vision: To establish Growth Associates as your primary source of practical proven information on how to build and maintain a solid organization capable of supporting outstanding customer service, customer satisfaction, and continuous quality improvement.
Part of our vision implementation is to use the Common Sense Managing book, TIPS newsletter, and www. growthassociates.org web site information to build rapport and trust with you so that you consider GA first when you need training and consulting services.
Enjoy,
Bill Werst, Editor
---------------------------------------------------------------------
Table of contents:
Defining Success in Measurable Terms -- Tip of the Week directly from Common Sense Managing book
Organizational Situation Survey
Managing/Leading Assessment
TIPS Newsletter Changes
---------------------------------------------------------------------
Defining Success in Measurable Terms 166 words
Establish individual and work group accountability.
"Too many workers are attempting to succeed without a clear, or any, definition of success. Low performers love it [ambiguity]. Top performers leave because of it."
Dee Trask, Operating Room Manager, award winning Providence Hood River Memorial Hospital
* Establish performance measurements for all goals.
* Establish a clear definition of success for individuals and work groups.
* Concentrate on deliverable results rather than well meaning nonproductive activities.
* Acknowledge the achievements.
Do your people have clearly defined performance standards?
Do these standards represent deliverable, observable, and measurable results or activities?
How do you acknowledge their performance in a timely manner?
Are these standards directly related to the organization's goals?
If all the goals are achieved, will your organization fulfill its vision?
Do your people understand how their performance standards relate to the goals and organizational vision?
Do they understand the importance of their contribution to the organization's success?
When's the last time you checked?
This Common Sense Managing Tip is excerpted from the Motivation section of Common Sense Managing: Simple Actions That Produce Results. The book is immediately available at http://www.growthassociates.org or amazon.com.
---------------------------------------------------------------------
Organizational Situation Survey
Check those that apply to you and your organization. Jot your answers on a piece of paper. You'll use them in the next section -- Managing/Leading Assessment
1. You feel like you're constantly putting out fires
2. You assign work, but spend too much time following up to insure that it gets done properly
3. Your staff seems more concerned with fixing the blame than fixing the problem
4. You are still working too hard and too long
5. Despite your best efforts, people in your organization don't seem to know what's going on
6. Meetings you have are generally non-productive
7. "Parking lot" stories have more credibility than management's communications
8. Your organization's training doesn't seem to produce lasting change
9. Budgeting seems more like an aversion issue than a planning issue
10. Getting promotions and raises seems to be based more on style than results
11. You pay your people well, but they're often dissatisfied with their compensation
12. You sometimes feel as though your business is out of control
13. You sense inconsistency in the delivery of your products and services
14. You think that your customers are satisfied, but you're not sure how many are
15. Despite your best efforts, customers complain about not getting accurate information
16. Frequently people within your organization over promise and under deliver
17. You perceive that you are giving away too much 'free' service
18. Customer complaints seem to be rising
19. Your organization is profitable and could be doing better
20. Your business is facing one or more significant transitions with:
__ Size change __ Ownership __ Reorganization __ Competition
If you've checked off more than 8, you're a candidate for a copy of Common Sense Managing. More than 12
and you may want to give us a call. If you've checked more than 15 of the above variables, call somebody soon.
If you do contact us we will begin a four step process:
1. Get acquainted and learn about each other's organization
2. If we believe there may be a fit, together we will analyze your situation
3. Based on that analysis, we will prepare options for your consideration
4. If you like any of the options, we will help you implement and follow-through to insure success
There is no charge for any of the above first three steps. We only charge when we begin working with you to
develop an implementation plan, assist in implementing the plan, and provide follow-through.
---------------------------------------------------------------------
Managing/Leading Assessment
Most everyone seems to want to be a leader rather than a manager. Leading is sexier. Leading involves such dynamic activities as championing new imperatives, sponsoring reengineering teams, problem solving, decision making on critical issues, motivating people, and communicating important information.
Managing is more about establishing a solid organizational structure. Mundane stuff - b o r i n g? How exciting is it to put together a basic plan for the organization? All you have when you're finished is a document. How exciting is it to set up and implement measurements throughout the organization? Hey, isn't that the stuff we hire "bean counters" to do? And then to top it off, who wants to establish accountability [especially for themselves]?
Perhaps this is why most organizations seem to be, well . . . disorganized.
Perhaps executives are too busy leading to have time to manage. While conducting a time management workshop one of the participants said: "If I only had ten minutes with my people at the beginning of each day [to get organized], I could save at least an hour each day." When asked why he didn't take the ten minutes, he replied: "I don't have the time."
It has always amazed me that executives always have time to put out fires,
but don't have time for fire prevention.
I've observed many organizations attempting to launch rockets [Imperatives, motivational efforts, seamless customer service, reengineering projects, shifting paradigms, etc.] from an unstable or nonexistent organizational base [Vision, Plans, Controls, and Accountability]. The results, if any, are spasmodic.
The following downward spiral begins. People in these organizations become confused and frustrated, as do their executives. The confusion and frustration leads to cynicism as new leaders emerge and attempt to launch new "rockets" or P.O.T.Y.s [Programs Of The Year]. The efforts have the effect of rearranging the deckchairs on the Titanic. Eventually the executives don golden parachutes, the troops start putting on life jackets.
Is your organization somewhere on this continuum? Go back to your above survey and see if you checked off items 1, 5, 12, 14, 15, 17, 19, and 20. These are primarily symptoms of organizational problems. Left unchecked these symptoms will negatively affect performance, profits, and the organization's health.
Common Sense Managing is about managing AND leading. The book begins with four management sections: Vision, Planning, Controlling, and Accountability. These represent the structure, or base, of your organization. Once these are solidly in place it is appropriate to develop leadership. Leadership sections involve motivation, establishing seamless customer service and satisfaction, problem solving, conducting effective meetings, communicating, and employee development. How to successfully lead is covered in the second half of the Common Sense Managing.
The above survey and Common Sense Managing book are available on our web site at http://www.growthassociates.org.
---------------------------------------------------------------------
TIPS Newsletter Changes
The Common Sense Managing TIPS newsletter has been changed to bi-monthly publication.
I will continue to offer it to you without advertising. I am not opposed to advertising. I am opposed to exposing you to Internet sales and marketing sites dedicated to selling and marketing Internet sales and marketing sites. [NO, that was not a typo.]
I am interested in collaborating with sites that carry valid business to business information. I've added several of them to the Resources page on our web site. I will also be including articles from these other sites in future newsletters.
Bill Werst
802 Mollie Street Drive
Hood River, Oregon 97031
[541] 386-1117
mailto:Bill@growthassociates.org
http://www.growthassociates.org
Close window to return to TIPS Newsletter Archive list.
Subscribe to
Common Sense Managing TIPS NewsletterTo receive Tips free via e-mail,
subscribe here!
Your E-mail
- Back to top
The Book - Tips, Articles & Presentations - Interact - Casino - About us - Contact us
© 2000 Growth Associates
802 Mollie Street Drive - Hood River, Oregon 97031
541/386-1117 - Fax 386-9417
e-mail bill@growthassociates.org
Web design by Riverside Graphics
e-mail