Tag Archives: SMEs

The Circles of Knowledge

Knowledge
“True knowledge exists in knowing that you know nothing”
Socrates
A quote of its time clearly but the point. Understanding that you do not have to know everything. Is OK.

Many people at top management level are afraid to admit that they do not know the answer. As a result, they make decisions when they are not in the best position to do so. It follows that many of those decisions create unsuccessful outcomes – as well as frustration for those that did know’and were not asked.

 

Those who profess to know everything will inevitably proceed to do or control everything, frustrating all those around them.

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The Art of Giving Feedback

Some principles for Giving feedback

 

Change
The emotional journey of change

Giving feedback can have both positive and negative results. Here are my thoughts on how to make sure the result is more likely to be positive.

Checklist before proceeding

▪   Be Honest, with care.

▪   Be Specific, concise.

▪   Give examples, especially if the feedback is likely to surprise to the other person.

▪    Focus on things people can change:

▪   Relate to actual behaviour, not personality

▪   Constructive, actionable — make suggestions and offer alternatives — avoid giving       “the answer”

▪   Feedback should be based on observations, not inferences or assumptions.

▪   Don’t make value judgments.  Don’t evaluate.  “You shouldn’t have done that” could encourage defensiveness.

▪   Not too much, balanced, be positive first.  Two or three positive comments and one thing to change is a good balance.  Be genuine, don’t make things up.

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Vision, Mission (Strategy) & Values (7 Keys)

Vision

I have always struggled with mission statements, finding them in the main pointless. I once asked a group of executives if they could quote their mission statements. Not one offered to even have a go.

When creating a Vision, Mission and Values, I adopt the following, which has always worked, both emotionally (buy in) and literally (results)

Beginning with the vision, making clear where you are headed is key to all employees. If they are not clear where they are going they are more likely to get lost!

For the vision to be believable, and gain buy, in it has to be achievable. Conquering World markets may take a tad longer than conquering National markets, which in turn may take longer than Regional and so on.

I have found that 2 to 3 year Visions are more appropriate to start ups and fledglings. A lot can change for a start up in the first couple of years and this necessitates flexibility.

Having clarified the destination I find it helpful to visualise this as a FLAG. It is a future goal which we should all be headed towards.

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Win with every Error!

Win

This article was written for the Institute of Directors way back in July 1991. And still holds true today.
It’s not what you think, it’s the way that you think it

As someone who” left” school at 15, it is understandable that my memories of school life are not rosy.  As someone who was probably below the academic norm, it is perhaps not surprising that I might be ignored by teachers who, based in Liverpool and with 41 other kids to deal with, had other problems.

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Feel good about being tough

You owe it to the good to deal with the bad
“As CEO You OWE it to the GOOD to GET RID of the BAD, it’s the only way to Facilitate WINNING”

Others may have expressed it differently, I once heard;

“I wanted a happy culture. So I fired all the unhappy people.”

However you want to say it, factual or fluffy, too many companies put up with employees who are cancerous, slowly destroying all the good and ultimately the company.

This is either due to bad leaders not identifying the problem or even worse cowardly weak leaders who are in denial that the problem exists. Either way, by giving you examples of the type and their effect, I want to persuade you to deal with the problem where and when it arises.

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