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When grand strategy becomes 20% of our days work, then we become effective…
An Italian economist, Vilfredo Pareto, observed a 20/80 rule in economics; in that, 20 percent of all drivers are responsible for 80 percent of all accidents, only 20 percent of all people consuming alcohol, are in fact responsible for consuming 80 percent of the production. We wear only 20 percent of all our clothes regularly. We spend only 20 percent of our time coming to conclusions in a meeting and the other 80 talking about it. Of course this rule cannot apply to everything in life, but has merit.
We must exercise our strategic power. The concept of grand strategy has recently regained prominence among international and even local businesses. As an effective business tool to mange diversity with, when looking at ways to co-ordinate multi-faceted strategies and multi tiered operations. Grand Strategy; as a principle evolved from the study of military strategy and history, where the idea has an old pedigree. In this field, grand strategy has been used to describe the overall coordination of strategies, tactics and resources in support of a military operation. Continue reading
All information, views and ideas shared and or expressed here, are personal and private, and do not reflect on any institution that I may or may not be affiliated to.
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Strategy needs to make us see things so that we can start believing in them enough, and make them happen.
Strategic planning as a process is all about contemplating all the variables – variables are things that we are able or liable to change, and thereby change the outcome; or make sure it does not change – these are the true attributes of planning itself.
Situational awareness; is described as; mental vigilance; the seeing of all aspects and things – but only mentally. That will, could or may influences change.
This character trait is the product of experience and training mostly, a required process for managing progress and change. Amongst other things; experience has become indispensible when we need strategy formation. Strategy formation, deals mostly with the things that can, and or will most certainly be affected during any strategies life cycle. It is only when we use experienced strategist that they will be able to create for us a situation, where seeing becomes believing. It’s all about foresight and mitigation, as well as a holistic awareness, and insight on how we design and change the path to the final destination. Our insight serves as an ability to gauge and see what is transpiring, against the backdrop of what needs to transpire. When we reach this stage of strategic awareness, we are fine, and well on our way, and then we become “situationally” aware of influences and things impacting on our strategy, during our strategies life cycle, on the way towards reaching its final objective.
The more objectives we reach successfully in this fashion – during this life cycle, the more proficient and confident we become, both in ourselves and the groups proficiency and ability to deliver, and take responsibility. Because of this aspect; when we see results, then we tend to start believing that there’s a power in us that has the ability to create and manifest for us, our vision, and objectives. If nothing great ever happens, will we still believe in our own ability to create something worthwhile, let alone in a higher self? We become more because of what we do daily and then experience because of it, and not the other way around.
Only the lessons we have learned and experienced during all the efforts we have made, will assist us to survive influences, and variables, then subjectively we have the added befit, we now know to react, and act accordingly. In plain English; if you have worthwhile goals, and everyone wants to attain them, then you will have no or the least amount of negativity sprouting, when everyone is part and parcel of the total progress.
We are our own worst enemy, we limit ourselves and others from climbing the social “fence”; it will electrocute you some say, its razor sharp other say, some believe it causes instant death when you touch it. The point is this; we all limit our own expectations, both intellectually and as individuals, even in groups. We do this only, with the power of words, and suggestions. Why? Mostly it is because we are afraid of failure. These influences will make you speed up or slow down, these are the things that will make you stop, or finish on time. We need to gauge and check them daily with great suspicion. These, Influences come in the form of individuals, with strong perceptions, points of view, and beliefs. That are blind to opportunity, and in the process they sell us what they see, only darkness.
Then we also have drivers; they are the things that keep the strategy alive, that gives it momentum and direction, and all the right seasons required to make it. Drivers are anything that gets, or gives you initiative, or strength to complete a task.
It is all to do, and about summoning strength, to become one strong collective power. Starting as individuals, it then translates into drivers, that propel, enforced by courage, where principles guiding our own behaviour. It then translates into passion and combined with knowledge becomes a unstoppable surge. A signature for success will emerge, and both failure.
Most if not all of all our past choices and what they were based on to create a new future, were at some stage influenced by variables, influences, and drivers of strategy. Only when planning with all of this in mind, and with some amount of certainty and uncertainty, then do we also see the relevance of planning for the worst, and thinking beyond the initial limitations of our choosing?
Then – only by choosing right do we start forming a strategic habit, that when it delivers results, will translate into tactics, and eventually grand strategy and a strategic minded culture.
Hopefully one that will be giving rise to the changes we wish to see all over, only by being able to predict the next course of events, because we have steered this path before successfully. Will we know the actions required. We have to realise that all choices about change – alone is worthless – if we don’t have the experience it created in the first instance. Now we know; it is how we plan to realise mission critical and specific goals and the choices that go into informing the planning, that must create the focus we require.
All in order for us to be able to see the relationships forming – that makes strategy become visible and then become valuable, and believable to all. It may necessitate a continued metamorphosis of paradigms, by reaffirming certain beliefs and views, and disposing of others, as the plan starts transpiring, changing the way we plan by changing the way we thing is key. The turnaround point is reached only by realising that we need to start – utilising our potential; our skills and knowledge as products of our own growth and potential -, before we arrive at the desired state – with our brilliant strategy. The point is strategy is not cast in stone; it has to be resilient and adaptable.
Moreover, we have to realise that we will have changed nothing; if we do not change anything significantly enough to effect radical changes. Planning is only one part, nothing significant will happen in our lives if not by choice and incident. Either way; the point to make here again is this, this sword cuts both ways; change comes about by choice or incident, and choice comes about by an incidents that forces us to change or review our beliefs and therefore our strategies.
Whichever way the coin drops, heads or tails; it will always have an emotionally inspiring energy that it brings with it, or cause a disrupting emotional effect on our inner balance when dealing with this aspect – everything we are affects everything we do daily. Seeing this is believing in strategy.
Get the book, its brilliant and learn more….
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…
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