Tags |
|
|
Links |
|
|
Answer You - Four Ways To Achieve Great Results... CONTINUALLY
World demand for dyes and organic pigments to touch $10.6 billion in 2008According to a study on dyes & organic pigments, the worldwide demand for organic colourants (dyes and organic pigments) is projected to increase at $10.6 billion in 2008 form 4.9 per cent annually in 2003.Generally, the dyestuff industry comprises three sub-segments, namely dyes, pigment and intermediates. The dye intermediates are petroleum downstream products which are further processed into finished dyes and pigments. These are important sources in major industries like textiles, plastics, paints, paper and printing inks, leather, packaging sector etc.Leading players in dyesTextile dyes have been used since the Bronze Age. They also constitut
A proven, robust process to advance CONTINUALLY is the Leadership Talk. The Leadership Talk is not about having leaders order people to do tasks, but having those people badly want to do those tasks. The ability to have others "want to" separates average leaders from great leaders. Hence, the Leadership Talk is a key driver of CONTINUALLY. (See my website for more information.) In fact, without employing Leadership Talks, leaders fail to create and sustain results-producing bonding between the leader and the people.
4. Deep results. If Leadership Talks are a key process in achieving the deep relationships needed to advance CONTINUALLY, what kind of
I was watching the news last week and heard one of the news anchors quoting a recent study that said that people perceive that being well-liked in the workplace is more important than being competent.I hope that this feeling isn’t actually reality when it comes to important careers such as the medical profession.Certainly, I’d rather have an unpopular but competent surgeon working on me than the alternative!Taking the phrase “it’s more important to be well-liked than competent” literally would be a mistake in this case. In reality, we need to read between the lines a bit to fully understand what this phrase actually says and why it’s true.I suspect what the respondents were really suggesting is that given a gua
A lot of leaders live by having people get more results. They live by having them get more results on a faster basis. But they die when trying to get "more, faster" CONTINUALLY.
Here are four ways to make CONTINUALLY happen.
1. Deep Expectations. Clearly, expectations are a self-fulfilling prophecy. When you commit yourself to the expectations that achieving anything less than "more results faster continually" is unacceptable, you've created new contours for success.
I call those expectations "deep expectations" because they involve the five results-drivers that go deeply into your organization. The results drivers are: the strategies that marshal functions around central, organizing concepts; the tactics to execute those strategies; the resources to support the tactics; the people skills to promote great execution; and the motivational leadership to have the people be ardently committed to the execution.
The strategies, tactics, resources, people skills, and motivational leadership must be viewed within the context of and tested by "more results faster continually."
2. Deep relationships. To promote CONTINUALLY, you must champion deep, human, emotional relationships with the people you lead. This means going beyond the relatively shallow relationships involved in order-giving environments. The relationships cultivated in such environments don't go much deeper, in terms of their human bonding, than those involved with the giving, receiving, and carrying out of orders. When you order people to do a job, you may get more and faster results, but I submit that you won't get more/faster CONTINUALLY.
The power of deep relationships has been demonstrated since the dawn of history. In all cultures, whenever people needed to do great things, one thing had to take place: A leader had to gather those people together and speak from the heart. Profound, heartfelt relationships had to be established for great things to be accomplished.
Today, many leaders miss out on deep relationships that can lead to great results. They may know such relationships are important, but they don't know how to consistently create them, maintain them and enrich them.
Think of a time when you've experienced a deep, bonding with somebody -- not sexual as in a significant-other relationship -- but a bonding to achieve certain organizational accomplishments. It might have been with a boss, a friend, a colleague ... doesn't matter who, the important thing is the WHAT, the relationship.
Now, picture yourself interacting with that person on one or more occasions. What was the physical setting? What was said? What was done? Recall what you felt. Recall the bonding that took place. What were the physical facts that gave you those emotions, that bonding? What were the actions you took as a result of that bonding? What were the results that came from those actions?
You may conclude that those relationships led to better results – and provided necessary environment for CONTINUALLY.
3. Deep processes. How do we create and sustain those relationships? One answer is through processes. Processes, which are systematic series of mental or physical steps directed toward specific ends, cultivate clarity of purpose and repeatability of outcomes.
A proven, robust process to advance CONTINUALLY is the Leadership Talk. The Leadership Talk is not about having leaders order people to do tasks, but having those people badly want to do those tasks. The ability to have others "want to" separates average leaders from great leaders. Hence, the Leadership Talk is a key driver of CONTINUALLY. (See my website for more information.) In fact, without employing Leadership Talks, leaders fail to create and sustain results-producing bonding between the leader and the people.
4. Deep results. If Leadership Talks are a key process in achieving the deep relationships needed to advance CONTINUALLY, what kind of
Six Sigma methodology is not a self-sustaining management tool perhaps unlike other technologies. It can only deliver the results subject to multiple variables and inputs such as deployment intensity and culture. Nonetheless, the results take around 4-6 months to show, depending on the projects selected and adherence to the tenets of the methodology.The Six Sigma audit process does not depart too much from the assessment process of the deployment, in order that implementation status is checked for its effectiveness. The audit procedure dwells on questionnaires and checklists which help auditors evaluate the status of respective processes on ‘as is’ condition which is later compared with ‘should be’ condition. The ‘should be’ condition is
The strategies, tactics, resources, people skills, and motivational leadership must be viewed within the context of and tested by "more results faster continually."
2. Deep relationships. To promote CONTINUALLY, you must champion deep, human, emotional relationships with the people you lead. This means going beyond the relatively shallow relationships involved in order-giving environments. The relationships cultivated in such environments don't go much deeper, in terms of their human bonding, than those involved with the giving, receiving, and carrying out of orders. When you order people to do a job, you may get more and faster results, but I submit that you won't get more/faster CONTINUALLY.
The power of deep relationships has been demonstrated since the dawn of history. In all cultures, whenever people needed to do great things, one thing had to take place: A leader had to gather those people together and speak from the heart. Profound, heartfelt relationships had to be established for great things to be accomplished.
Today, many leaders miss out on deep relationships that can lead to great results. They may know such relationships are important, but they don't know how to consistently create them, maintain them and enrich them.
Think of a time when you've experienced a deep, bonding with somebody -- not sexual as in a significant-other relationship -- but a bonding to achieve certain organizational accomplishments. It might have been with a boss, a friend, a colleague ... doesn't matter who, the important thing is the WHAT, the relationship.
Now, picture yourself interacting with that person on one or more occasions. What was the physical setting? What was said? What was done? Recall what you felt. Recall the bonding that took place. What were the physical facts that gave you those emotions, that bonding? What were the actions you took as a result of that bonding? What were the results that came from those actions?
You may conclude that those relationships led to better results – and provided necessary environment for CONTINUALLY.
3. Deep processes. How do we create and sustain those relationships? One answer is through processes. Processes, which are systematic series of mental or physical steps directed toward specific ends, cultivate clarity of purpose and repeatability of outcomes.
A proven, robust process to advance CONTINUALLY is the Leadership Talk. The Leadership Talk is not about having leaders order people to do tasks, but having those people badly want to do those tasks. The ability to have others "want to" separates average leaders from great leaders. Hence, the Leadership Talk is a key driver of CONTINUALLY. (See my website for more information.) In fact, without employing Leadership Talks, leaders fail to create and sustain results-producing bonding between the leader and the people.
4. Deep results. If Leadership Talks are a key process in achieving the deep relationships needed to advance CONTINUALLY, what kind of
A 25 year study of U.S. ReadersThey HATE Reading!The smarter, richer and more successful on the economic ladder – the greater the number admit they hate reading.A quarter-century of studying the learning-skills of executives and professionals, CEOs, chairmen of university-departments, attorneys and physicians - PhDs in industry and at the university – we conclude the more reading they do – the greater their dislike for this form of information-processing.They complain it requires too much effort to obtain the required result of information. They prefer oral-reports, visual-presentations, and summaries by subordinates. “A good graph or flow-chart is worth ten-books,” was agreed to by 50-to-1 in the executive-suite. bonding, than those involved with the giving, receiving, and carrying out of orders. When you order people to do a job, you may get more and faster results, but I submit that you won't get more/faster CONTINUALLY.
The power of deep relationships has been demonstrated since the dawn of history. In all cultures, whenever people needed to do great things, one thing had to take place: A leader had to gather those people together and speak from the heart. Profound, heartfelt relationships had to be established for great things to be accomplished.
Today, many leaders miss out on deep relationships that can lead to great results. They may know such relationships are important, but they don't know how to consistently create them, maintain them and enrich them.
Think of a time when you've experienced a deep, bonding with somebody -- not sexual as in a significant-other relationship -- but a bonding to achieve certain organizational accomplishments. It might have been with a boss, a friend, a colleague ... doesn't matter who, the important thing is the WHAT, the relationship.
Now, picture yourself interacting with that person on one or more occasions. What was the physical setting? What was said? What was done? Recall what you felt. Recall the bonding that took place. What were the physical facts that gave you those emotions, that bonding? What were the actions you took as a result of that bonding? What were the results that came from those actions?
You may conclude that those relationships led to better results – and provided necessary environment for CONTINUALLY.
3. Deep processes. How do we create and sustain those relationships? One answer is through processes. Processes, which are systematic series of mental or physical steps directed toward specific ends, cultivate clarity of purpose and repeatability of outcomes.
A proven, robust process to advance CONTINUALLY is the Leadership Talk. The Leadership Talk is not about having leaders order people to do tasks, but having those people badly want to do those tasks. The ability to have others "want to" separates average leaders from great leaders. Hence, the Leadership Talk is a key driver of CONTINUALLY. (See my website for more information.) In fact, without employing Leadership Talks, leaders fail to create and sustain results-producing bonding between the leader and the people.
4. Deep results. If Leadership Talks are a key process in achieving the deep relationships needed to advance CONTINUALLY, what kind of
Adding value is not one of those management buzz words we use loosely but don't really understand. To your patients, adding value can simply mean doing more than you promise to do. The idea behind adding value is that the customer gains a perceived benefit without having to pay for it - or pay very little, compared with its value to the customer.Adding value offers many benefits to your hospital. It differentiates you from your competitors and builds customer loyalty. When clients receive more than they ask for, they feel they are getting their money's worth. This dramatically reduces, if not eliminates, buyer's remorse. Another major benefit to adding value is it allows you to charge more because you offer more than your competitors. Fin
Now, picture yourself interacting with that person on one or more occasions. What was the physical setting? What was said? What was done? Recall what you felt. Recall the bonding that took place. What were the physical facts that gave you those emotions, that bonding? What were the actions you took as a result of that bonding? What were the results that came from those actions?
You may conclude that those relationships led to better results – and provided necessary environment for CONTINUALLY.
3. Deep processes. How do we create and sustain those relationships? One answer is through processes. Processes, which are systematic series of mental or physical steps directed toward specific ends, cultivate clarity of purpose and repeatability of outcomes.
A proven, robust process to advance CONTINUALLY is the Leadership Talk. The Leadership Talk is not about having leaders order people to do tasks, but having those people badly want to do those tasks. The ability to have others "want to" separates average leaders from great leaders. Hence, the Leadership Talk is a key driver of CONTINUALLY. (See my website for more information.) In fact, without employing Leadership Talks, leaders fail to create and sustain results-producing bonding between the leader and the people.
4. Deep results. If Leadership Talks are a key process in achieving the deep relationships needed to advance CONTINUALLY, what kind of
One great way to raise the profile of your club and promote your events is postering. There are two main steps to carrying this task out.1. Preparing the posterA) Creating: Make sure the poster is not too small for people to easily see and read the basic info as they pass by. 8.5 x 11” (normal printer paper size) is a good smallest size as a guideline. If you are just photocopying the poster at any copy store you will just want to make it on plain white paper since that is what it will be copied on anyhow.These days, posters are usually made electronically on computers using pre-made graphics, images and fonts or one’s created by the maker of the poster using a computer. This doesn’t necessarily mean you must abandon old sch
A proven, robust process to advance CONTINUALLY is the Leadership Talk. The Leadership Talk is not about having leaders order people to do tasks, but having those people badly want to do those tasks. The ability to have others "want to" separates average leaders from great leaders. Hence, the Leadership Talk is a key driver of CONTINUALLY. (See my website for more information.) In fact, without employing Leadership Talks, leaders fail to create and sustain results-producing bonding between the leader and the people.
4. Deep results. If Leadership Talks are a key process in achieving the deep relationships needed to advance CONTINUALLY, what kind of results should CONTINUALLY encompass?
You can begin to get great results CONTINUALLY by having them flow through the prism of the Leadership Imperative.
The Leadership Imperative is: I WILL LEAD PEOPLE IN SUCH A WAY THAT WE TOGETHER NOT ONLY ACHIEVE THE RESULTS WE NEED BUT WE ALSO BECOME BETTER AS LEADERS AND AS PEOPLE.
You are never more effective as a leader as when, in getting more results faster continually, you are helping others be better than they are -- even better than thought they could be.
Guided by the Leadership Imperative, you'll find yourself realizing deep results. Furthermore, those deep results will advance CONTINUALLY. After all, if people know that in working with you, they will improve their job performance, boost their career, and enrich their lives, won't they want to work with you ... CONTINUALLY?
Results, of course, come in many forms and are measured and evaluated in many ways. I've discovered that most leaders are getting the wrong results, or the right results in the wrong ways. When you aim to start achieving "more results faster continually" you are on the right road to achieving the right results. Be guided by the four ways to make CONTINUALLY happen -- deep expectations, deep relationships, deep processes, deep results -- and you'll insure you'll be getting them in the right ways.
2005 © The Filson Leadership Group, Inc. All rights reserved.
PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.answeryou.net/article/23076/answeryou-Four-Ways-To-Achieve-Great-Results-CONTINUALLY.html">Four Ways To Achieve Great Results... CONTINUALLY</a>
BB link (for phorums):
[url=http://www.answeryou.net/article/23076/answeryou-Four-Ways-To-Achieve-Great-Results-CONTINUALLY.html]Four Ways To Achieve Great Results... CONTINUALLY[/url]
Related Articles:
Cost Benefit Analysis-Whether You Should Outsource Your Bookkeeping To Professional Book Keeper
Customer Service for Dumb Dumbs
Bookmark it:
|