Tag Archives: discipline

A Call to duty

26 Jan

Economically things are heading towards  negative growth globally, the belt is tightening; and we can all feel and see  the effects already early on in the new year.

Who is to blame? What is the problem? Why can’t we get it right?

Well some believe it’s very simple, if we get the basics right the rest will follow; what is stopping it is a lack of vision, discipline, and true LEADERSHIP

World Leaders are in the midst of a worldwide crisis, and everyone is still just looking out for himself;

The problem is actually several problems that are compounding the effect of the global economic crisis;

  • Population growth rates are overtaking economic growth;
  • We are growing so fast, as a global population, that at the current rate we won’t have enough resources left;
    • food, water, and then other factors like
    • education,
    • and jobs for all, by 2020 will be a source of  concern.

The facts speak for themselves; the world population has gone from 1.6 billion in 1900 to 7 billion in October 2011, and the U.N. projects that it will reach 9.3 billion by 2050, and over 10 billion by 2100.

 

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Serving “Number One”

11 Apr

In the negative; Is no fun when he is in fact a Zero.

This is the thorn in most organisations side today. leadership flows from the top, mark my words, from the top. If there is a void, then it’s because there no real leader. It’s not the people, the strategy, the systems, or the resources, its just the absence of power. Then you get yet another reality, that of political appointments. Political appointments have the tendency to be just puppets, using their positions, the trend is that they only look out for themselves, their family and friends first, only in it for the money, and to further their own agendas, and political future, and then you have people getting appointed that have no business in these positions today as a matter of politics. Then the emphasis of what management implies and signifies shifts to a warped reality. It’s like having a red Mini with a Ferrari badge on, it’s just not the same thing. It’s all window dressing. They tend to use power to prove that they are right and able no matter what the results of their actions, at any cost. On being right at any cost… it is nothing less than self-preservation, and comes at a high cost, you pay for it in efficiency, effectiveness, and consistency – all-round. In an ethical organisation, they give emphasis to being content; over being right all the time, getting along, sorting out differences and moving on becomes the norm – a team effort.

Ethical and un-prejudiced conduct, is the suit to wear today and no longer just playing in favour of mainstream party politics. Leaders have to make trade-offs between these two extremes. In order to become good leaders, we have to be able to point fingers at one another and rub shoulders with staff – and differ – from time to time. We have to take a firm stance at some point as well, otherwise everything just becomes ordinary chit-chat, and you cannot just let everything slide into chaos. Order requires two elements; discipline and mutual respect. Self discipline and mutual respect needs to prevail before structure will emerge to hold things in place, such as leadership – a natural order of things as they exist.

Ethics should become the leadership’s edge – this won’t happen in an environment where talk is cheap, from “command and control” practitioners – in disguise. Codes of good conduct are necessary, however not to the extent where it becomes a 50 page document; that spells out every single aspect of conduct, it needs to be to some extent, almost standard rules. In most cases, the “lack of discipline” is actually a “lack of inspiration” and management skills. People who cannot manage, and lead, rely on rules, policy and procedures. Blind conformity to rules, codes of ethics, and so forth and so on, creates stagnation, everyone is just too afraid to act. Then rules seem to be applied differently, as we deem fit. “Ethical people” – shout foul, at every opportunity, as a means to wedge themselves into control and distract attention away from their own wrongdoing. Ethical behaviour is not behaviour guided by rules, but by principles. Behaviour that only satisfies self-interest is unethical.

By only serving “number one” and his interests, by dancing to his tune all day and night – you inevitable steer away from a human attribute – that favours fairness. It creates an atmosphere where everyone wants their worth to be noticed and realised – you just cannot move forward, or ever have closure in a self-consuming environment. Then the plot is lost, and you no longer serve a leader, you serve an ideology, an organisation, an objective. Where leaders think they are gods, it creates a culture where someone always has to win and someone has to lose, thus no one really gets close to the cheese they just get to smell, and even see it. But taste it, never…

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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