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Tools for Predators:

11 Apr


Simple, yet practical truths, golden rules, and ways of enforcing and instilling good behavior.

A) Don’t spoil people too much, to the point where you’re in fact robbing them of their worthiness. Their potential to appreciate what they have achieved in life through hard work. The things that they have achieved themselves gives them pride and joy. For anything worth having has a price tag, every person knows fully well, that we value those things most, that we had to sacrifice time, love, and energy for. We are also brought up to know what we are entitled to and what not. Only “things” that one had to work hard for, by having sacrificed are truly worth having, remember this always. It is within all human’s nature to “want” things they don’t really need. Human’s will always be testing each other’s good nature to see how many of these “things” that you have and that they “want”, you will sacrifice on their behalf because of your relationship with them. Learn to say No when you feel that you are being exploited and mean it. You will never be doing anyone a favour, by just giving away your hard earned things that they “want” without putting in any sacrifice themselves. Realise that anything given without work will become meaningless to them anyway, once they have filled themselves with it, they will hate you. The truth is that there are no short cuts in life. Food and clothes as well as medicine, can be given. Houses, cars and electricity should be earned. Life in itself is about making transactions and learning from it, followed by patience and perseverance, we need to teach the poor this aspect, so that they may come to power in principled living. They need to understand the required effort of each need and want, its price tag, and without currency, we will never be able to afford it. Effort becomes currency, without effort there will never be a win-win situation, only win-lose or lose-win, and lose-lose. This in itself is not conducive to growth and development of any people, or nation in any way. We only promote poverty, and dependency, by throwing things at the poor and needy that makes us feel better, without teaching them the gift of principles. You will be doing yourself and them a great disservice by indulging in the practice of free hand-outs. This practice could also be interpreted as discrimination. Because we take away their pride, and reduce them to nothing – just beggars and thieves. This is a universal principle, of nothing for nothing. “They say that No good deed goes unpunished”, this is where this saying comes from…

B) Never use force in any fashion or form as a means to get things done. It only teaches your subordinates that muscle is a means to get leverage over people. This then becomes a means, and eventually all that counts, and it is fast, takes little effort and patience. People who grow up within an environment with much coercion and persuasion via violent means, tend to become reckless, and they too learn how to use it, and will shift their focus towards ascertaining such perceived power, and more of it, as a means to get their things done. People in general tend to respond more willingly to being led and taught by someone that they consider being knowledgeable, and respect, than what they do to people using forms of coercion power.

C) On the other side of this coin, all humans instinctively crave for stability and safety in any environment that they find themselves in. Safety in terms of their jobs being secure and security in terms of being cared for and looked after. This aspect is only to be found where true order prevails and as a means of keeping order one needs to be firm. There needs to be rules and discipline, and it needs to be applied fairly at all times. We all inherently prefer firmness, it builds confidence, (not referring to arrogance or autocratic means) but rather an open honest straight to the point type of interrelationship based on truth, so that everyone knows where he or she stand.

D) Allow for mistakes to be made and don’t see them as problems either, but as opportunities for personal growth and leadership. Understand that the road to competence is long and dangerous. If you have never been lost until you have found your way again, then you will never know the value of knowing how to find direction, and you will never find your way without getting lost. Therefore, don’t make people feel that by making mistakes they are in actual fact committing sins. They, as you have, need to find their own way and what better way of building competence than emerging from incompetence victoriously. However, if we do not see the relevance of this aspect, we will be creating blind followers with no confidence in themselves, or their leaders, they will all feel that they are no good and start walking around with canes.

E) The next trait is consistence in terms of your perception, judgment and resulting actions. It is very hard to conform to this aspect of consistency, we are all-human and change things. If and where things change to fast, people get lost as well, or they feel out of place, and uncomfortable. Change, is forever influencing our conceptualised moral and ethical stance on matters arising. Nevertheless, be as consistent as possible by any measure, and where you have to move from one premise to the next, explain yourself accordingly. Perceived inconsistency confuses people terribly, they become very disillusioned because of this and they then resort to start looking for the cause. This is a sure-fire way to create division in the ranks and elicit a lot of emotional criticism.

F) Very important, don’t ever commit to making a promise based on any other promises made to you. Or on information passed on to you, that you have no means of verifying or controlling. Promises should only be made on things that are well within your sphere of control. Don’t make this fatal managerial mistake ever. A promise is a contract to deliver. If you don’t, then it reflects badly on you, no matter what the excuses may be, or who or what is responsible, people lose faith and trust if they don’t get what they were promised. Your word is your honour. In fact so much so that where promises are broken more than not, it totally degrade your trustworthiness and creates suspicion if you cannot deliver on promises made. You might even come across as being incompetent and run the risk of being branded a liar, or as being devious.

G) Never treat other people unlike the way you would like to be treated yourself, or expect to be treated in the first instance. Respect cost nothing. So too does good manners. The old saying of, do not do unto other as you would have done unto yourself. Don’t make people feel small and insignificant in your presence, if you are, then you are in fact making fire under your house, – lots of enemies with the people you live or work with. No one is your enemy until we make him or her our enemy. This type of behaviour will usually also spawn “Big Shot” behaviour, where everyone will become an expert unto themselves, to protect themselves from possible or even perceived future belittlement.

H) Don’t do things for people that they can do for themselves, you will become the pack mule and ultimately everyone will eventually feel comfortable with dumping their responsibilities in your lap, or should that read on your back? This will create inner unwanted conflict.

I) Do away with an “open door policy’ when it comes to bitching and moaning, it is one of the key ingredients to starting up office gossiping and creating division and suspicion. In line with this, never allow bad habits to attract attention, and then it takes months to sort out. The hot stove approach must be followed where bad, or incorrect behaviour is reported, rectify any bad habit immediately. Gossiping and email abuse especially, and any other form of instigation. Rather implement a formal grievance procedure policy where every “accused” is rightfully afforded the opportunity to defend him or herself, by first having reduced every accusation to paper before it is entertained.

J) Endeavour, never to correct people in front of colleges, they might take it personally; they will take much more notice of your concerns in private. However – there are certain instance where it is called for…

K) In the heat of conflict, try to determine what the question is that requires a resolution. By trying to reason with anyone in the heat of battle is futile, for some reason people in general create a mental block. Their hearing tends to be less than what it should be and so to their co-operation and response. It’s all right to take any remedial action required to solve the question, but let’s not talk about it until later.

L) We generally tackle “wrong behaviour” by asking the person concerned to explain his or her behaviour, like with our children. With adults, this approach backfires; it stands to reason that if he or she knew it was wrong they would not have resorted to such behaviour in the first place, or would they? If adults start behaving like children then it is because we treat them as such. Rather move your focus from trying to understand the motive or frustration behind the irrational behaviour towards trying to understand the frustration that caused such behaviour. In this way, you will effectively find the answer and solve the behaviour problem amicably as well.

M) Universally all people are endowed with the seeds of righteousness, moreover don’t always resort to preaching as a means of trying to correct behaviour, you will be surprised to learn that everyone knows the difference between right and wrong. Rather apply discipline, by pointing out clearly the consequences of crossing the line and the inevitable results that will follow if the behaviour does not change.

N) They say that honesty is a virtue, but don’t over tax honesty too much, strangely enough it has the opposite effect, people are easily frightened into telling lies. They do this in an effort to try to protect or defend their image. Image is an emotional matter and so is lying, so it’s okay to lie if it will keep the image intact.

O) People tend to become deaf towards others that nag, so stop nagging and begging. Realise that you have a responsibility to fulfil, firstly towards your employer and then yourself, to be fair but also firm is very expectable and even required, this requires some form of nose to nose interaction at times, you will be amazed to see how junior supervisors are able to do this.

P) The only way to protect your organisation from disastrous consequences is to get your staff to learn from experience before they become leaders. This in itself is a required life cycle in the scheme of becoming an effective leader. The more you tighten the noose the more you suffocate the enterprising spirit of man; therefore you will have to do the complete opposite and let go. In the initial stages this will require a lot of 360° thinking and explaining, by letting go you will have to be very specific about what you want and by explaining the consequences, responsibility and accountability as well as the desired objectives clearly, before you attempt to let go. The more you do, the better the habit starts forming, until it becomes a ritual or trait.

Q) The breakfast of champions is good continuous feedback. Without feedback, we have no measure of our progress or success. Once again you cannot manage that, which you cannot measure. The measure of quality positive feedback will and should become your benchmark of achievement and the openness of the relationship, all other systems and measures to gauge performance by should become subordinate to this.

R) Never forget the fundamental concept of actions specifically aimed at achieving greater understanding, to stimulate our reasoning, and converse our enthusiasm into encouragement and better responses. This in itself requires a lot more listening and less over-analysing. Moving away from biasness and a lot of talking, a total seamless ability to exercise self-control.

S) Learning is conceptualised through experimentation and analysing of things as they exist naturally and the reasoning for their existence, therefore questioning the reasoning of anything’s existence to ascertain logic and insight should be encouraged as it is a very natural process of thinking. We ask questions to ascertain truth.

T) The question of spending quality time. Quality time spent weighs far heavier in the corporate environment, especially on maintaining and forming of crucial individual relationships, by spending too little quality we create distance. The principle of out of sight out of mind, out of touch, creates a sense of out of reach. We should spend time with individuals within our organisation and outside and we should make those interactions count. Quality time is always measured in the fact; in how we spend our time that counts and not the amount of time we spend in doing so that really amounts to something worthy of mentioning.

U) Do not concentrate on rewarding small achievements, people may learn to enjoy poor or average performance because of it, be wary your focal point for benchmarking performance and rewarding it accordingly. Our ability to motivate and grow will be determined by our ability to recognise and appreciate the true ability to perform consistently and effectively. We should not award burst of achievement rather shift our focus on extraordinary continued performance and reward that.

V) People who ask honest questions should be endured, if you don’t they might resort to seek their required answers elsewhere.

W) As a leader and or manager do not ever think that it is beneath your dignity to apologise, any honest apology makes for an immediate substantial deposit of trust into that persons personal bank account. Furthermore, acknowledge that you do not know everything and that every interaction, is still considered to be a learning experience by yourself daily. Be more human, be open to criticism and respond with optimism. Leaders need to be seen to be human to be effective, even icons make mistakes. That way you will not be judged on a pedestal and be criticised in an unforgiving manner. This releases undue pressure.

X) Don’t let people’s fears arouse their anxiety, or yours and then they will become more anxious and bewildered, show courage and wisdom in such instances. This will instil trust and camaraderie.

Y) Treat you colleagues the way you treat your family and friends, with kindness, compassion, truth, trust and empathy and they will become your closest allies.

Z) Remember we all learn more from role models and stewardships than what we do from critics and books.

Credit to Johan Campbell

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


Here is a free preview of this RADICAL REVOLUTIONARY BOOK Look inside: don’t miss this

8 Apr

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Strategy in Peril

4 Apr

In short what is STRATEGY really?

Ask around, hay friend! What is STRATEGY exactly?

Nine out of ten times someone will have some sort of an idea…very few will peg the mark…and be able to give you the detail of it, this brings strategy into peril. People need to know and understand that everything they do, eat, hear, smell, taste and say daily is because of some form of STRATEGY.

The history of strategy is the history of our world, and the future of man.

We are and were born hunters and gatherers first – afterwards we just become; all self-centred, and aim to exploit our habitat and those in it, with the use of strategy and scheming, to our advantage. It’s all programmed and hot wired into our psyche, to manipulate and use emotional blackmail, we tend to get what we want from a very young age by using these approaches; it’s all forms of strategy we practice.

Strategy exists in order for us, to get what we want, so why don’t we know what it means to be strategic?

We are at risk of losing all the benefits and application of real life strategy, if we do not clarify and quantify how it’s to be seen, used, understood, referred to and handled.

What is Strategy in the true sense of the word or by nature?

We need to make sure that everyone understands not its implicit meaning ;( implying what we think we understand it to be, all in general terms, with only limited insight).

NO! It’s part of life skills…We want and need people to understand and relate to strategy from its explicit meaning; (what it really implies as a matter of fact, and practices, to be representative of this, this is what strategy truly is, and can do.)

Moving from the Implicit; where our answer would be, it means something like planning…

To Explicit; by being able to give a simple definition; 1*Strategy is the 2*art of 3*planning and 4*directing large 5*scale 6*movements and 7*operations of 8*business nature.  Furthermore we should also be able to explain the words that describe the complexity, to create connections for ourselves and others; then we will be able to describe elements that make up strategy. By starting with the basic description of strategy and what it implies.

  1. Strategy; is best described as an approach; a way of doing something’s, by utilising tactics and initiative.

 

Tactics imply;

  1. The ability to use something/ anything to your advantage, from very simple to very complex, it can also take on any form, like; policy, procedures, devices, mashines, skill, knowhow – anything that you can use to give you a power, or leverage. Then we get more complex form of tactics; with manoeuvre, technology…anything that will give you an advantage, or make you faster, or keep you in power, or give you the ability to take and lead by initiative, coercion, enslavement, mediation, the list is open ended. Then lastly War; from infantry to nuclear bombs; it all sorts under this aspect of tactics.
  2. Initiative on the other hand is; the thinking behind all of this, how we structure and organise our selves is called initiative, also entrepreneurship is included. This includes the design of something, also the planning, organising, orchestrating, politicising, and campaigning for an event to take place. It is the cognitive; the thinking part, the thinking about thinking, the critical thing and communication of these ideas. As well as the rallying of agents and means, and the selling of these concepts. How we connect resources, Knowledge and effort to deliver on a goal, this is using our initiative, being labelled as being very resourceful, and cunning, stems from being able to use all of these mentioned elements to add value and then deliver a result.
  3. 2. Art; implies; having certain skills, talents and or ability to do things with people, or perform actions with resources and create something… if you can do it consistently then you have mastered the Art of something, you then become proficient at what you do, then you are labelled an artist.
  4. 3. Planning relates to; the amount of preparation that was set aside beforehand, to think about ways and means of aching goals. This action can be done alone or as groups, or even segmented, where sections are planned and the eventually joined to become the master plan, or blue print. Project management functions mainly on planning. It also looks at forecasting, and scheduling so that we could say with some amount of certainty how much it will cost, what is needed, and how long it will take etc. Other terms used here are; prioritizing, systems, design, risk, budget, influence, techniques, goals, vision, mission, objective, review, action plan, strategic review, closing the gap, swot analysis, analyzing data, etc…
  5. 4. Directing; much like a conductor directs and orchestra, in the same fashion we need to direct all forms of planning into one act. This is leadership, management network, and supervision functions, as well as structure, systems, policy and procedure, all of it has one aim. To deliver the results contemplated in the time, and with the exact specifications in mind.
  6. 5. Scale; refers to the size of the project and the amount of effort required.
  7. 6. Movement; is simple enough; this implies that we need actions, and acts to make them happen, some will be specific, other vague… yet all co-ordinated and calculated. Things won’t happen if we don’t act.
  8. 7. Operations; this is where it all happens on the ground, where we plant the seed, where we do what we had contemplated with effort and time is spent doing  it, performing the acts contemplated…
  9. 8. Business; is supply and demand; in exchange for money…

I hope to some extent; that we can now have 9 out of ten people that can tell me what strategy is- If not, then strategy is still in peril.

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

New Strategic Management Book by Reinier Geel

25 Mar

The ultimate strategic text book

Get it here http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

The Radical Revolutionary Strategic Management Matrix For Predators

Tools for Predators:

20 Mar

There was a question by Constantinus Fery http://twitter.com/#!/Constantinue what is the most appropriate tools to conquers the market for predator? 😀

 

Why the Predator within us?

The “Predator” within us, has to be awakened, as he has the true spirit of choice and action. Unlike sheep following the flock, sheep are soft, vulnerable, susceptible and gullible. They live and work in a world of denial and perception. Predators are individuals, seeking truth, they realise the importance of moral, spiritual and ethical living. The think and live outside the realm of “normality”. By enhancing our Predatory instincts, they can serve us well still, in our modern day roles, as specialist tacticians, leaders, managers and master strategist; we inherited this skill from our ancestors. We were ultimately engineered to adapt and exploit our habitat to our advantage. We were born to hunt, to dominate, to ascertain knowledge, to lead and affect change and to survive any complexity that change presents, even at varying degrees, throughout our life cycle. In strategic terms, a chosen learned mental enhanced state of existence. The predatory instincts within us, drives us still today, to prey, the only changed aspect is a higher sense of prey, knowledge. To ultimately satisfy our modern day “predatorial” need for order and balance in the pack status of society. The only thing that has to change is our mental sight or insight. The pursuit is more moral and ethical standards – paradigms- of living, for everyone, especially our children. The Predator drive and frame of mind radiates vigilance. This field of predatory expertise is called Epistemology today and it is better explained as: the study of knowledge and its acquisition. All human’s to a greater or lesser extent has perused this through the ages, the hunt and pursuit of knowledge, the growth of wisdom and understanding, the wanting to know. The earnest desire, to live a life of purpose and balance in all its facets is a spiritual one. We all want to survive and succeed, no matter how great the odds and still remain faithful to our virtues.

THE TOOLS:

OODA; Observation, Orientation, Decision, Act…

Tools for Predators (Part 2):

Primitive “Predatorial” traits are what we experience during the fight, flight, and surrender response with engagements of will, with others more aggressive than us. Strategy is aggressive; it’s invasive, intrusive, in your face. Or just plainly when we become the aggressor, when we want things done our way. The first aspect that surfaces in this behaviour is where we see that people seek justification. They want to justify why they are aggressive, assertive, and pushy. We want to be able to justify to ourselves and others the reason and cause of our aggressive behaviour; this includes behaviour and acts; such as domination, manipulation, belittling, character assassination, bargaining, threatening, persuasion, and whatever the situation is that pushed our buttons to act.

This is the behaviour that equates to predator behaviour; what’s more is this, when we study predators we see very little aggression…to the point where they kill each other. It’s all about domination; having a rank, and position in the tribe, and demanding and exercising that right.

The tool predators use most to get what they want is simple, yet highly effective and both efficient.

The first tool is the; OODA loop; the OODA loop is an acronym used by fighter pilots to spot other fighters during dog fights, close quarter combat, with other planes.

Tool one; OODA; implies; Observation, Orientation, Decision, Act

We firstly need to observe; this implies having to scan, to investigate, and to perform some research of the environment. The aim is to gather essential information. That can be processed. Once we get a picture of the environment, then me can Orientate.

Orientation; implies finding reverences – things we can relate to, a point of reverence, a starting point, direction, bearing, meaning, concepts, getting a sense of being, height, temperature, up down etc… it’s all “situationally appropriate”.

Decision; here we need to make decisions; as to have we got enough information yet, do we need to observe some more, and orientate some more before we make decisions.

Act; is the last step, once we have acted we restart the loop, w can skip steps, and move back and forth… its open emended.

The tools predators use need to be aligned, the same, and need to work…
This is law…Natural Law…we just don’t seem to get the basics of strategy right; We want to over complicate things, because our strategic knowledge has been a cut and paste exercise, we take what we like and mix it up. No two strategies today in the business world will work with the same strategic pattern. Each to his own. In War this will equate, to infantry, artillery, and navy commanders all put together to command the NASA space program. Rather simplify. Lead with achromous, patterns people can study and refine, and with time perfect. Then mange them with wisdom, experience and with flair…

Unity of effort is a principle of War. If we do not act, think, and plan along the same lines, we will become segmented…predators seldom hunt alone.

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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