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Focus on your strengths
Taking time to discover or confirm your key strengths and skills will empower you to make important decisions about your career. If you continue to produce letters and resumes that highlight the skills you have developed in your present position,...
How to Leverage Your Strengths for Peak Performance
Ask almost any business leader how to most effectively develop people and build teamwork and you’ll hear, “tap into employees’ strengths.” Yet when it comes to their own careers, many managers still focus the majority of their personal development...
How to Write a Will
Just thinking about how to write a will is enough to put some people off. It does not have to be a morbid experience. It is a necessity and makes for good financial sense. Start by organizing what you need: outline your objectives, inventory your...
Keeping Abreast Of Your Domain ...Updates and Keeping Up With It All
Another major complaint that most business owners have is all the reading they need to do to keep abreast of what is happening in their business area. Again time management and organization can be a tremendous help.
Be sure to put your...
Running Out Of TIme?
Running Out of Time? "Since time is the one immaterial object which we cannot influence--neither speed up nor slow down, add to nor diminish-- it is an imponderably valuable gift." -Maya Angelou Do you constantly feel like you are on...
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Balancing Technology, Management, and Leadership
"The art of progress is to preserve order amid change and to
preserve change amid order." -- Alfred North Whitehead, 19th
century British mathematician and philosopher
As Achieve (my first consulting company) was working with our
Clients to implement Toward Excellence (the cultural change
process we had developed in conjunction with Tom Peters) I was
growing increasingly uneasy. Something didn't feel right. In In
Search of Excellence, Peters and Waterman presented a powerful
case against "the rational model" of management. It forcefully
argued (among other things) for focusing on people (customers
and those serving them) rather than processes, action instead of
analysis, and becoming values rather than numbers driven. Sure
there was a strong need for managers to move away from the
overstuffed bureaucratic, controlling, and hierarchical approach
many companies had fallen into. But I also knew of companies
that were entrepreneurial, exciting, people-oriented,
customer-driven -- and they struggled or even went down the
tubes because they used a shoebox for an accounting system and
yesterday's technology. Some of these managers came from the
we-must-still-have-money-because-we-still-have-checks-left
school of business mismanagement. It seemed to me the real issue
was balance. So as I went to work on my first book, The VIP
Strategy, I developed an early version of the "triangle model".
After using it with numerous management teams to frame key
organization improvement issues, and continuing to study, speak,
and write about the performance balance, we have since further
refined the model: Performance Balance Triangle Technology -- an
organization's core technology is the expertise and/or equipment
that produces the products or services that its customers buy.
Supporting technology may include web-based applications,
software, telecommunications, robotics, production equipment,
and the like to produce, deliver, or support the organization's
core technology. Personal technology is the technical expertise
I bring to the production, delivery, or support of either core
or supporting technologies. Management Systems and Processes --
organizational processes are the flow of materials, work
activities, customer interactions, or information across an
organization to produce, deliver, or support the products or
services that its customers buy. Organizational systems are the
underlying feedback and measurements loops, performance
improvement methods, and organization structure. Personal
systems and processes are the methods, habits, and approaches we
all use to get things done. People (Leadership) -- this includes
those people an organization serves, the people they would like
to serve, people in the organization doing the producing and
serving, key external partners (such as distributors, strategic
alliances, suppliers, etc.), everyone in the organization
supporting the producers and serving the servers,
shareholders
or funding partners, and (very deliberately last) management. In
top performing organizations, each area is strong and constantly
improving. For example, in our technological age, we all need to
ensure that we're constantly upgrading our technical expertise
and technological tools. We can't afford to fall behind. In my
case, my notebook computer has been a huge help with email,
managing my time, storing and easily retrieving information,
keeping contact and project records, maintaining our database,
developing slides for presentations and workshops, and accessing
a multitude of information and research through the Internet.
Without it, I'd be 30 - 40% less productive and would need much
more administrative help. But as with any technology, just
automating sloppy personal habits and disorganization will mean
we'll just mess it up faster. If our understanding of our
customer expectations are only partially accurate, expensive
technology and "reengineered" processes will only deliver
partial results. If people in our organizations can't
communicate face-to-face, electronic communications won't
improve communications very much. If we haven't established the
discipline of setting priorities for our time or organizing
ourselves, a notebook computer or other wireless mobile device
won't do it for us. Systems and processes is also an extremely
important area. An organization can be using the latest
technologies and be highly people-focused, but if the methods
and approaches used to structure and organize work is weak,
performance will suffer badly. People in organizations can be
empowered, energized, and enlightened, but if systems and
processes (and technologies) don't enable them to perform well,
they won't. Developing the discipline and using the most
effective tools and techniques of personal and organization
systems and processes is a critical element of high performance.
The Performance Balance triangle has people or leadership at its
base. That's very deliberate. In well-balanced, high performing
teams or organizations, technology, systems, and processes serve
people. For example, as information technology (IT) specialists
study why so many huge investments in equipment and software
haven't paid off, they find the problem comes back to how the
technology is designed and used, by whom, and for whom. An
executive in California's Silicon Valley summed up an important
perspective making the rounds there, "we used to say people need
to be more technology literate. Now we say that technology needs
to become more people literate."
About the author:
Jim Clemmer is a bestselling author and internationally
acclaimed keynote speaker, workshop/retreat leader, and
management team developer. Jim's five international bestselling
books include The VIP Strategy, Firing on All Cylinders,
Pathways to Performance, Growing the Distance, and The Leader's
Digest. His web site is www.clemmer.net/articles.
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