By Mark Graham Brown
GET IT, SET IT, stream IT, turn out IT: 60 how you can Get genuine leads to your company Mark Graham Brown when you search to supply measurable leads to your company, this e-book is for you. It offers functional and valuable tools so that you can use instantly and issues out conduct you'll want to keep away from. Get It, Set It, circulate It, end up it truly is approximately getting genuine effects and with the ability to end up them. The certain characteristic of this booklet is the four-phased version: "Get It" makes a speciality of your leadership’s imaginative and prescient and values; "Set It" improves your pursuits and methods and their deployment in regard to ethics and regulatory standards and function size; "Move It" strengthens your relationships with very important consumers and the administration of staff and key paintings techniques; and "Prove It" is helping you provide the facts that your structures are generating high-performance effects.
Read or Download Get It, Set It, Move It, Prove It: 60 Ways To Get Real Results In Your Organization PDF
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Additional info for Get It, Set It, Move It, Prove It: 60 Ways To Get Real Results In Your Organization
This is a clear and focused vision, and something that might be achievable in a three- year time frame. Another client has a vision called 50 by 05, which means $50 million in sales by 2005. Part of the responsibility of being a leader is to define the vision of your organization. It is important to find out what other members of the management team think, but it is ultimately the leader’s job to define the vision. I helped the president of a large financial services firm do this by interviewing all his vice presidents and asking them about the direction they thought the company needed to take.
Don’t get me wrong: documentation is important, and an organization needs procedures, rules, flowcharts, and plans. However, simply writing things down is not enough to achieve performance. We need to execute, not just write about it. Do prepare brief to-do lists, policy statements, and procedures manuals—but spend most of your time actually doing the work. It does help to have a written plan (even a daily to-do list), written goals, and written guidelines to refer to: the best time-management people say that if you write it down, you’re more likely to achieve it than if you just think about it abstractly.
A number of organizations I’ve worked with track metrics that have questionable value. Some examples of questionable measures I’ve seen on company scorecards are as follows: Training attendance (butts in seats) Number of active process improvement projects Marksmanship for security officers who never use their guns Number of employees with an individual development plan Number of processes documented Number of active suppliers Number of teams It seems as if organizations like to count things and report on dumb things that are easy to measure but have questionable use for running the organization.