Tag Archives: change

We require more real “Wisdom”; those “Pearls of Wisdom”; know the real truth about Strategic Creation.

20 Apr

It’s all about drive; those who have it, are driven, those who don’t, get driven, ask yourself what drives you today, and then what really drives you….is it failure or success? Are you afraid of failure or do you want success more, which one aspect drives your thought processes?

The fear of failure or the prospect of huge success, how do you define what drives you, as your drive criteria?

If you are not getting the results you expect, and not living the life you envisioned, thereby not getting what you want out of life, then you have to revisit your thinking, and perceptions, our paradigms – as it  all combined determine how we focus on things that become our drivers.

Most people don’t even know themselves well enough to know what these things are; the things that change us for the better, or worse; or turns us into the worst – thinking is the best place where  we can start to become our own worst enemy.

If you are not getting results, no joy, then Start with the obvious; stop referring to past mistakes, and stop looking for excuses and reasons to justify anything to yourself and others – that is history. You did what you did, now it’s done, it might still haunt you, but its a fact and now history – stop levitating to the negative and the past mentally. If not we are then directly responsible for our own self induced failures…because what we focus on more, we get much more of.

This is ‘failure reinforcing’; and forms the beliefs that you have about yourself and your abilities. The greatest danger of mind and things of thought, is that we becomes self centred, and we turn the knife inward, inflicted with bad thoughts we become self consumed on destruction. The danger of ‘”Failure reinforcing”’ is that it leads to just that, more ‘failure forecasting’ and in turn, you could then expect to get more of the same, and just that.

Wise men have battled these aspects in the past, and left us with these warnings; simple yet effective they are; “what you sow you shall reap”… “what you think about comes about”, “energy goes where attention flows”… and so I can carry on and on.

Just know that your mind is the only “power tool” you have and know, that is always plugged-in and ready to use…it’s how we use it that defines everything we are, do, say and experience.

For instance, create order in your thinking, to create right thinking. It is now known that; when we have Wisdom first, and Knowledge second then it equal’s creation, where we have Knowledge first then Wisdom follows, it only equals chaos…

So apply these pearls of wisdom now, and get the wisdom behind the success story;

Simple everyday things we as men do, that influence our success, and corporate behaviour like sex, yes, sex;

Napoleon Hill wrote; (then we are all emotional as well, and this impacts on right thinking)

I discovered, from the analysis of over 25,000 people, that men who succeed in an outstanding way, seldom do so before the age of forty, and more often they do not strike their real pace until they are well beyond the age of fifty. This fact was so astounding that it prompted me to go into the study of its cause most carefully, carrying the investigation over a period of more than twelve years.

This study disclosed the fact that the major reason why the majority of men who succeed do not begin to do so before the age of forty to fifty, is their tendency to DISSIPATE their energies through over indulgence in physical expression of the emotion of sex. The majority of men never learn that the urge of sex has other possibilities, which far transcend in importance, that of mere physical expression. The majority of those who make this discovery do so after having wasted many years at a period when the sex energy is at its height, prior to the age of forty-five to fifty. This usually is followed by noteworthy achievement.

The lives of many men up to, and sometimes well past the age of forty, reflect a continued dissipation of energies, which could have been more profitably turned into better channels. Their finer and more powerful emotions are sown wildly to the four winds. Out of this habit of the male, grew the term, “sowing his wild oats.”

The desire for sexual expression is by far the strongest and most impelling of all the human emotions, and for this very reason this desire, when harnessed and transmuted into action, other than that of physical expression, may raise one to the status of a genius.

One of America’s most able business men frankly admitted that his attractive secretary was responsible for most of the plans he created. He admitted that her presence lifted him to heights of creative imagination, such as he could experience under no other stimulus.

One of the most successful men in America owes most of his success to the influence of a very charming young woman, who has served as his source of inspiration for more than twelve years…

Makes one think!

Second pearl;

Johan Campbell wrote; – “What is, or has been, is seldom, if ever, an indication of what may be.”

 

Do we just live for one day only, by living our days, one day at a time? When every day is just another day gone by, and so what.

What did you do with it? How have you improved anything let alone yourself? What did you change? For too many people all that will have changed is that they are a day older.

Everything that now exists at one time did not exist. Just look back through history and see the incredible changes that we have gone through to get to where we now are.

What you have and where you now are, is the result of what you have done, and accepted, up to now. What you may have and where you will go, depends on what you will do from now. There is a saying “Whatever you can do, I can do better” Well that is just not true. There are certain things that you are specially equipped to do, and with the best will in the world I will not be able to do them better than you. However whatever you can do, I can learn to do, but more importantly whatever I do, I can do better.

Everything that you now do with ease at one time you could not do at all. You had to go through a learning process. Everything that you want to do you may not be able to do now, you have to go through a learning process, and you can learn to do anything, if you want to. So;

Learn from your past. Unless you learn from and grow past your past you are doomed to repeat it. Don’t be defeated by past “failures” learn from them so that you don’t repeat them. Don’t rely on past successes, build on them. Realise that your best of yesterday is merely mediocre in terms of what you now can do.

Plan for your future. The future is given to you as a countless set of possibilities. It is your responsibility to choose the future that you want and then to go to work on it by working on your mindset first, get the right thinking going, to make it a reality.

Live now. Realise that the only limitations to your personal growth are the limitations that you accept mentally. Act as if it were impossible to fail, and that you have the ability to go through walls. Free your creative spirit, to forecast sunny skies, reinforcing the positives in your life, realise that “What is, or has been, is seldom, if ever, an indication of what may be.” Don’t let your past, and present circumstance dictate your future…

 

Then start with a recipe of change; have a plan, you can’t get on a train without a ticket, you can’t go and grab your future without a plan either, a recipe.

 

“The Recipe for success = See it – Believe it – Plan it – Do it”

 

See it – Everything is created twice, first in your internal world, your imagination, and then in your external world, your life. Everything that exists to-day was first a thought. It could not exist if someone had not thought of it, because it is the thought that gives rise to the action of creation. What you must learn is to picture what you want and not what you fear. All too often we say “I don’t want this to happen again” when we should be saying “I want this to happen” Always ask for and picture what you want. See yourself as already being the way you want to be or having the thing you want to have.

Believe it – This is an essential element of the process. All too often we say one thing but believe another. We want to lose weight but we do not believe we can. We want to change jobs but we do not believe that there are any opportunities or that we have the skills.

Your belief in your goal must be on two levels. Firstly you must believe that there is value in the achievement of your goal that it is worth doing. Everyone’s favourite radio station is WIIFM (What’s In It for Me) what will you gain by achieving your goal? How will your life improve? Remember that underlying every action is intent and it is the intent that is the driving force behind your actions.

Secondly you must believe that you can do it. You must develop an unshakeable faith in your ability to succeed. Confidence in your ability to achieve your goal is essential to your willingness to take action. Realise that you have already managed to achieve many successes in your life up to now. Build a success foundation for yourself by writing down all the successes that you have had up to now. Imagine that you were applying for a job and write your CV showing all the reasons why you would be suitable for the post.

Plan it – Success is a process not a destination and as such needs a plan of action to ensure success. The funny thing about life is that most people plan their holidays with more care than they plan their lives, but that’s understandable I mean holidays happen only once a year and life, well that’s forever isn’t it. Work out what you have to do in order to achieve your goal. What resources do you need? What resources do you already have? Remember it’s not what you’ve got it’s how you use it that counts. Set objectives, these are the steps of your journey. Refer constantly to your plan; it’s the only way to measure your progress.

Do it – Funny thing about ideas, they won’t work unless you do. Now that you know what you want to do and why you want to do it the only thing left is to get started, and the only time to get started is now, (when did you ever do anything tomorrow?)

Believe this, the future belongs to those who believe in themselves enough to act on their dreams. Faith is the wind beneath the wings of your dreams and action is the fuel. Take charge of your life and determine your future with this “Recipe for success = See it – Believe it – Plan it – Do it”


 

Believe that your past can’t keep you captive;

 

“Give yourself a ‘Presidential Pardon’”

 

The value of a presidential pardon is that it erases all previous crimes and convictions from your record. These may no longer be used as evidence against you. You get a chance to start over with a clean slate.

Give yourself a presidential pardon now. Stop referring to your past mistakes, or even think about them, this again, is ‘failure reinforcing’ and forms these beliefs that you have about yourself and your abilities – in the negative. The great danger of ‘failure reinforcing’ is that it leads to more and more reinforcement of a false belief, ‘failure forecasting’, lets you see failure every day, in everything, and no one can live up to your expectations. Not even you, yourself.  And you expect to get more of the same – what comes around goes around.

Imagine just for one minute, that you can wipe out all of your mistakes, your failures, the things you did that you shouldn’t have done, the decisions you made that turned out wrong. Imagine that you could dump all the worries, resentment and guilt that you are carrying with you. What would change in your life? How would you change? What would you do differently?

Realise that unless you change your thinking, your perception, then nothing else will change significantly enough, that will influence your behaviour, to alter your reality. You are merely going to make the same mistakes again, and close the cycle. Here’s a good example;

You know that there are a lot of people who sow their wild oats from Monday to Saturday and then on Sunday pray for a crop failure.

It never ceases to amaze me how many people ask for forgiveness of their sins every Sunday. My question is, if you were forgiven last Sunday, why did you go out and sin again? If you know enough to ask for forgiveness for what you have done, then you surely knew enough not to have done it in the first place.

The first time you do something wrong that’s a mistake and is easy to forgive. The second time you do the same thing wrong that’s carelessness, don’t expect forgiveness so easily. The third time you do the same thing wrong then that is deliberate and you do not deserve forgiveness. Then you revel in the thought of being a victim.

Now I am not saying that you should ignore your past actions what I am saying is that you must stop beating yourself over the head because of what you have or have not done. You cannot change what has been. You cannot go back and make a fresh start, but you can start now; willing, to change the way you live, to change the things that you do, that makes you feel bad, sad, depressed, sick, lonely, unsuccessful etc.

However, you must realise that you are responsible for the consequences of your actions and you should not try to avoid that responsibility. If there is anything that you should, and can, do to make amends for your actions then do it. If there really is nothing that you can do then drop it.

Learn to evaluate yourself and others on present, not past, performance. We all have the ability to change. We have all done things that we wished that we had not done, anyone who says different will lie about other stuff too. But you can change; you no longer need to do those things. Many people have been able to overcome tremendous problems, addictions, and ill feelings have succeeded in totally changing their lives, just by taking the decision and going over to action. You can too.

Acknowledge the tremendous potential that you have within you, do it now. The ability to change and grow is unlimited. It is not what you did, nor know or what you did, or never did, no, not doing anything about what you know is wrong is what counts. What counts is what you now know and what you are now doing about what you did or did not do. Give yourself a new start; free yourself from the emotional jail of worry and guilt “give yourself a presidential pardon.” Then use the recipe, the “Recipe for success. See it – Believe it – Plan it – Do it”

 

 

Credit to; Think and Grow Rich by Napoleon Hill – Why Men Seldom Succeed Before Forty

Credit to; Johan Campbell – Thoughts to live by

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

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Only Seconds from Disaster

1 Apr

How far do you think you are you from disaster, with your current management style?

Is it still business as usual for you, everyday? Just applying sound business practices, systems, policy and procedure. All the academically correct stuff you were taught, and have refined to a fine art.

Then you are okay, all you will need is to know how to sharpen the saw, (your mind from time to time) with new knowledge, in order to sharpen the strategy. You also do realise that daily any strategy will require some sort of orientation and drive towards bettering the strategy as it grows. You are set; nothing is in your view that does not look good. Furthermore, this type of thinking is common and general application. This is a good business principle and practice then.

However, how far from the leadership edge are you really moving, are you seconds from disaster, and don’t even know that you are facing imminent collapse just by navigating your mindset like this. No I’m fine; my job is simple grow business, improve operations, and cut costs…

Is it that simple; enhancing the competitive advantage is arguably one of the most commonly used principles in business today? It is headline in all the business articles on how to, what to, and when to get more advantage. We go from analysing our competitive edge, to customer satisfaction, to production outputs, and the list goes on, and on…

However; have we ever considered that what we are really looking for, is right here, we don’t need to solve old problems in new ways, the answer is right in front of us…

No?, it can’t be. We know business it’s never simple, it’s always complex.

Some refer to this dilemma as the leadership trap… mmmm, so what’s n leadership trap?

Well, the principle is that a leader is only as strong as his people, and the people as strong as their weakest link – their culture.

What we seem to forget although we read a lot about it lately: That leaders influence culture directly, or should they? – see the article i am changing culture come hell or high water by Reinier Geel – because culture connects directly with strategy; so much so that it influence every single aspect of it.

Much of what is at the heart of any culture today will not be revealed as rules to follow, in order to belong. It’s not the rules it’s the designation, or the authenticity that make you belong or not.

Culture extends natural boundaries and laws, it has it’s enlighten and dark-side; weak leaders weak culture, strong leaders strong culture, it’s all related like a soup. Every element makes up the total aroma, and taste.

We are only seconds from disaster if we do not look at business as a matrix of interacting segments forming a totality. Systems thinking must now include the sociological approaches and political aspect of culture, as well as cultural influence, to align strategies with it goals and objectives. We can no longer distance ourselves from it. As it impacts; directly, at several levels of organisation – penetrating the paradigms of management and business philosophy deeply. The place where it is felt and observed most is when we start forming, storming, norming, and performing… as management. How we connect the dots… will reveal who we truly are and how this culture works for us or not…

This is the leadership trap; leaders and managers have become trapped in culture, they have to now carefully consider and rethink every element of directives that they give; as it will be infected with culture and politics.

This will not be a problem, or a concern, if the culture is a sterile business one, and free from adverse influence, because of a greater collective awareness, throughout the corporation. Only when we all subscribe to the same ideology, and consciousness, guided by a recognised company doctrine, will we form the required strong business culture. In the absence of any doctrine, the norm will prevail, and set the tone for the company to follow as its culture. This has become the rule rather than the exception.

Is this wise? When we now realise that culture is also significant in all we do, hear, say and speak. We tend to start practicing silo management, in the absence of true business culture that is A-Political. Then we get the norm, then its every leader for him self…when the culture is not on track, and uniform. Then we see moral weakness, worry, uncertainty, and stagnation set it…again, seconds from total collapse, these are the signs of the leadership trap opening up; then corruption and all other evils follow. Unity is strength in all things, divided we fall, united we stand.

Again, culture connects with strategy and structure, because it’s the golden thread that links us to our organisations, and then back to our roots. If there is no solid corporate culture, then we can be sure that personal agendas will dictate culture and these traits will become norm.

Nothing correlates if not for culture; we cannot work together if we do not set aside certain cultural issues, and come to grips with diversity, and enmity ( hate, ill feelings, distrust, suspicion etc)

We are truly second from disaster if we allow the leadership trap to open, and stay open; strategy without implementation, or action, is stimulating, but very unproductive. So too is a diversified co-operate culture…it will just not be able to produce, because diversification, is just that, it renders different ways of doing things in a divers manner- “right”.  We can either subscribe to the one or the other but never to both ways of doing things, and therein lies the crux, of stagnation, and under performance, when we can be seen to be doing the right things, or doing the thing right. I assure you there is a marked difference…

People’s culture can fire up, or kill off, corporate culture. Therefore culture in both forms, become internally inhibiting or empowering attributes of strategy. The aspect of Culture on society and business has become a driver of change and initiative, informing strategy, both positive and negative, culture will and can eat strategy for breakfast, if we can’t control it.

So ask yourself how is your business culture doing?

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

I am Changing the Corporate Culture Come Hell or High Water!!!

1 Apr

The number one element of business survival in the very near future will be the ability to influence your own corporate culture.

This aspect some predict will become the life blood of all organisations in the near future others say it’s already becoming a critical indicator informing production and profit margins.

How farfetched an idea that corporate culture can make or break a company, really?

Maybe we should look at the bigger picture, and only then draw some distinctions that will inform us as to how close to home this will peg, if it is truly, or will become a reality beckoning.

Don’t compete with internal rivals, take the initiative with labour, lead them around by the nose, or they will you.  Make them irrelevant. Labour has a voice, but when this voice become a political one you are in for hard times. If you have internal rivalry from labour elements, then it’s time to take the bull by the horns, and shake some sense into him. When labour mobilizes and politicise issues, then it’s because they need leadership, and have take the intuitive from you, because of a lack of leadership. The signs and symptoms are really obvious; they will start threatening, then withholding service, and then demanding, intimidating and then open confrontation and even violence will ensue.

Easier said than done, or is it? Companies have long since engaged with employees in head to head engagements on wage for labour issues. Better working condition and other labour issues, to name but a few.  Since we have become unionised and labour rights inclined we have lost most of our grip on the employees, and have had to find alternative methods of getting the most out of our employees. This is not what this article is about, it’s about creating a sound, normative culture…that will serve both side well, labour and employer. But there needs to be a natural order, balance and respect in place before these action can take place.

This is a huge paradigm shift.

In order for this to happen we have to grip the organisation by the jugular; and create a new value curve. That will influence how we manage and influence corporate culture. We need to address a few points in order to be in a position to address corporate culture…

By examining the value curve we embrace;

  1. Reduce the factors that dictate the power balance between employer and employee;
    1. By looking at best practices
    2. Industry standard
    3. Mitigation of identified risk elements; strikes, layoffs, HIV aids, socio economic, political issues, and public transport etc internal and external influence, must be identified, prioritised, and address as best possible.
  2. Create the factors that will give us leverage and the initiative to deal with all aspects of labour.
    1. Enforce discipline as a matter of daily order and function – consistently and fairly
    2. Offer benefits no one else can equal
    3. Opportunities for growth
  3. Raise the standards and reward accordingly
    1. Incentives, overtime, bonuses, performance bonuses, time off etc
  4. Eliminate waist, and factors that contribute to friction
    1. Email and telephone abuse
    2. Late coming etc..
    3. None performers, slackers, bottom feeders
    4. Raise the bar – raise the pay grading
    5. Define what is a job well done
    6. What is expected and how will one be rewarded and appraised, on paper.

Creating a new value curve; emits new hope. People need hope to cope with the daily reality; they need to feel that they amount to something greater than them, and are part of its creation. The value curve creates focus on critical under currents that effect how culture in the company grows and flows, into production, and leadership.

Then no one can  ride management like a rodeo horse;

In order to break with tradition, you need to create focus; all employees must come face to face with their new reality, and start absorbing it and living it, one bump at a time. Don’t let anyone hypothesise and dramatize any aspect. You tell them how it is, will be, and has to be. No funny business. Then you surprise them and show them what can be done how to do it and how to get the results… face it people, seeing is believing.  Get them out of denial and onto solid ground, let them see their feet again, so that they know they can stand, on their own two feet, and walk, let alone run. What this implies is, let people solve their work station problems themselves; you have to give control here to get control at the higher tiers back – culture.  There is always a need to revise and review strategy – never get stuck in conformity. Even if we manage by statistic and statically everything is 100%, get down to the ground and gain the experience that inform the statistics to make sure it’s a true reflection…

It’s all about perception management; closing the gap between where we were, and where we want to be, takes effort. Labour is renowned for employing guerrilla tactics, and using their “wear them down strategies”, by stone-walling and delaying all forms of change and implantation, except as much.  These good initiatives, reasoning being people will lose their perceived power, as leaders and unions. Then all is lost they own us again… as i said; it’s all perception and denial…

In summary, take care of your “life blood”, your corporate culture, and play the political game, if not it might take care of you in unexpected and challenging ways…

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

High Performance Management; Myth or Reality?

1 Apr

With all the pressures of both internal and external influences, on leaders and management today it has become seemingly imposable a task to both lead, direct, manage, train, mentor and measure all in one day.

This lion cub has great potential but does he know, or care enough to develop it? Who’s going to show him the way?

Same with people, people and predators have much in common; we tend to want to fight our way towards our destiny, even at a subconscious level; we were all born to be great. However; we have become accustomed to corporate customs, culture and rituals of living in denial. That of the new corporate culture; where people walk around and share the bad tidings, like you would at a funeral; they talk about;

  • The problems they experience to further their careers…
  • How life has limited their expectations to become…
  • How they hope for a new leader to lead them…
  • How they wish things would change, so that they can change…

When good men do, and say nothing, evil spreads like wild fire…

High Performance managing what is it exactly?

Only with the right attitude and strategy can we ever hope to cope with the rituals that break us and tear us down daily. We are our own worst enemy. Most limitations are all self-imposed.

High performance management deals with performance issues; and how to get the highest levels of performance from all concerned, from the tea girl to the CEO. This brings me to the fundamental importance of the effects and impact of driving people to perform consistently and expecting even better and better results month after month. In order to do this we require the right mind set first.

It’s in the detail; it’s always how we look at performance that will define how we will measure it for ourselves and what outputs will become measurable, and how much it really matters that counts. We need to make sure it really matters before we pursue it. It could very well be that we are confusing issues of detail with performance. That it is better communication we need, or better conversions ratios, attention to detail, these are not performance issues.

A performance issue speaks to us on levels of self-discipline, and organisation and amount of effort.

So split the apples from the pears fist and see what really, truly needs fixing.

Performance issues can be corrected if it is a performance issues with mentoring; someone showing you the ropes. The main goal of directed mentoring is to pass over a manner of work and just the right amount of knowledge, so that the |operator| can operate effective and efficiently; it’s a natural law. Nature teaches its young how to become better and more proficient at what they do, because it is truly a battle of the fittest. By looking at my favourite, predators, they can be seen daily, being groomed and getting mentored, all in order to become giant’s and killers.

When you walk into a room of high-level cooperates, you can tell immediately who the giants are, and who their killers are, and just by the way they get treated with respect. The way people refer to them, the tone and manner they do it in, as well as engage with them. They have a power, and air about them…

Survival for the lion as a species pivots on their ability to mentor their young; care, direct and protect their pride, up until the time they are ready to be tested, how many of us can say we know , with an utmost certainty that we are ready to be tested? The lioness and her cubs represent a process of regenerating of future leaders of men. They don’t come into this life or corporations as giants, and “killers” – killer sales reps etc… No just like cubs they come without battle scars, innocent, and soft, even afraid still, with no experience, still lacking in confidence too.

We talk about business principles as if they really-really matter; ethics, moral, truth, trust, virtue, and principles etc…

What if we mentored people from the word go, and had they followed a “proper career path” what then? Would these attributes of good character not have been passed on?

Would we not then be duplicating what the lioness is teaching us, about natural processes and laws…?

No; we tend to want to message people’s soft hearts artificially, to get them to come to life miraculously, and then to perform, to become someone – this won’t be necessary if we subscribe to the principles of High Performance management.

How do we go about doing it right? Is a leadership conundrum.

Some prescribe to the school of thought that prescribes to- positive thinking, which as a norm only cultivate a little bit of this and then some of that, because I liked it. Yes LEADERSHIP IS UNDER severe PRESSURE, with all these verity’s of performance managing and training “solutions” available and served up all over; that truthfully speaking, in the end just makes for a great day in training, free food, and a chance to go home early. Its small instant victories, that make us feel good, that does very little long term for the organisation and or individual’s true growth.

We need to unpack our capacity training ideas and strategies, to see what they truly offer and how they can be built , serviced and aligned with the companies way of doing business, both ordinary and extra-ordinary( during times of change), just to add value…

Align what you have and where you are now, with what you need and where you want o be, not just a now fix, see it in the greater long term picture, and not focus on want first… needs need to be satisfied first. Prioritising is Key to analysing the gaps we need to bridge. Then only after this fact, can we add wants, all we want.

Core business functions and the management of it; is key to streamlining every undercurrent of mainstream business. It speeds up developments and turnaround time, when everyone can pick up a phone and make a proper call, or receive it, type, print, copy, paste and spell, and write a proper order, or memo.

File all this, and follow on protocol properly.  Then also handle communication mediums effectively and use office equipment proficiently…

Yes it’s that simple, high performance management become a reality at the point where the organisation meets its customer at the coal face, this is the make or break landscape…

It’s all about getting the basics perfect, were we assuming way too much about people coming ready after training; having people trained i still no guarantee that they can perform any required function, without being tested we will never know if they are capable, we need to test every aspect of our basic office skills and management first, and then again, and again, like fire drills, it must be smoothed out – before we can say we are ready to be tested. We fall and fail with these assumptions.

There is no shortcut to proficiency; we need to get our people to a level where we can say they are efficient and effective, therefore ready to be tested.

High performance management becomes a myth only where and when we have no foundation that is solid to work from…when in doubt, go back to basics, it’s always about having done the basics right, and stating off with good foundation, the thing about foundations is this, they can be broken up and re-built. Where there is a will there is a way…

In order for organisations to survive today’s flux they will need to be like a pride of lions; they will need a constant supply of specialist, zooming in on basics, and the building it up from the ground. Two ways exists do this; recruit directly what you “need” first – into senior management, and develop those who wish to be predators, bright, and ambitious…develop talent pools so that the rest can benefit from knowledge gained, and speared the influence; and then let them pollinate the rest…germination takes time, and this is a process…

Warning!!!

You cannot drive a nail into steel; asking people who are junior to train senior people about things they need to do, is so not going to work out. Appropriate subject fields and proportionality is Key to training.

Time is also a constraint and the amount of time set aside must be relevant to the goals that are set-aside.

Hope you found this enlightening

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

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