Showing posts with label profitable customer service design. Show all posts
Showing posts with label profitable customer service design. Show all posts

Leadership Principles for Project Success Review

Leadership Principles for Project Success
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Leadership Principles for Project Success ReviewAccording to a 2009 report by the Standish Group, only 32 percent of projects delivered the required scope on time and on budget. The report found that the plurality of projects - 44 percent - were late or over budget, while 24 percent were total failures. These are not encouraging statistics for companies facing the unprecedented combination of accelerating change, increasing complexity, and decreasing budgets.
Thomas Juli's book, Leadership Principles for Project Success, is a timely and welcome guide for business leaders who are under increased pressure to do more with less. Juli points out that traditional project management tools are insufficient to handle today's new business challenges. We can no longer rely exclusively on the linear mechanics of tracking activities, due dates, and assignments to keep projects on target. In today's fast-paced and complex business environment, Juli argues that project leadership needs to complement project management to assure consistent project success.
The book outlines the five principles of the Project Leadership Pyramid: build vision, nurture collaboration, promote performance, cultivate learning, and ensure results. Each of these principles accentuates the importance of recognizing that projects are fundamentally human endeavors and that if the human aspects of a project, especially in fast-changing times, are not thought through, there is little chance of project success. Perhaps this explains why only one in three projects is delivered successfully.
These principles are effective because they recognize that when people have the opportunity to participate in building the project vision, they can personally identify with the project objectives and are able to relate the vision to their daily activities. They also recognize that teamwork is more than the sum of individual activities. It's about the level of collaboration that binds the team members together into a holistic symbiosis. Leaders who practice these principles understand that promoting performance requires bringing people together to focus on solutions and results so they may avoid becoming mired in problems, which is often a consequence of traditional project management. When these principles are followed, people are not punished for mistakes because savvy leaders know how to transform errors into learning opportunities. By accepting that mistakes happen, anomalies surface early in the life of a project when there are more options for solutions, thus avoiding the inevitable 11th hour issues that often plague traditional project management. Finally, by defining interim results and checking back with the customers, these principles assure that projects remain on track so they may be delivered on time and on budget.
Leadership Principles for Project Success contains numerous practical examples of how project leaders can use tools, such as Guided Brainstorming, Vision-Building Workshops, and Team-Norming Workshops to create predictable project success within their organizations. If you want to improve the odds that your projects will deliver results on time and on budget, this book is the secret to project success.Leadership Principles for Project Success Overview

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The Gifted Boss Revised Edition: How to Find, Create and Keep Great Employees Review

The Gifted Boss Revised Edition: How to Find, Create and Keep Great Employees
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The Gifted Boss Revised Edition: How to Find, Create and Keep Great Employees ReviewI have worn out several of these little books, how can you not once you start reading. This is yet another one of Dauten's Diamonds!!The Gifted Boss Revised Edition: How to Find, Create and Keep Great Employees Overview

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Multipliers: How the Best Leaders Make Everyone Smarter Review

Multipliers: How the Best Leaders Make Everyone Smarter
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Multipliers: How the Best Leaders Make Everyone Smarter Review
In this book written with Greg McKeown, Liz Wiseman juxtaposes two quite different types of persons whom she characterizes as the "Multiplier" and the "Diminisher." Although she refers to them as leaders, suggesting they have supervisory responsibilities, they could also be direct reports at the management level or workers at the "shop floor" level. Multipliers "extract full capability," their own as well as others', and demonstrate five disciplines: Talent Magnet, Liberator, Challenger, Debate Maker, and Investor. Diminishers underutilize talent and resources, their own as well as others, and also demonstrate five disciplines: Empire Builder, Tyrant, Know-It-All, Decision Maker, and Micro Manager. Wiseman devotes a separate chapter to each of the five Multiplier leadership roles.
Wiseman cites dozens of real-world examples that suggest how almost any organization (regardless of its size or nature) can plan, implement, accelerate, and sustain a human development program that strengthens participants' leadership and management skills that (a) will enable them to multiply the intelligence and capability of the people around them and (b) avoid behaviors that can diminish people's ability and enthusiasm
As Wiseman clearly realizes, people combine some of the best and worst traits of both the Multiplier and Diminisher. Strengths can become weaknesses or vice versa if carried to an extreme. A Talent Magnet, for example, could be especially effective recognizing and attracting high-potentials and then hoard their talents, exploiting them to her or his advantage. A Micro Manager could be especially alert for significant details that others ignore but deny other people's professional development by refusing to delegate tasks to them. In the healthiest organizations, there are constant efforts to increase (multiply) positive and productive engagement while reducing (diminishing) waste.
In Appendix B, this is one of the FAQs that caught my eye: Are people either Diminishers or Multipliers or are there people in the middle? Here is Wiseman and McKeown's response: "We see the Diminisher-Multiplier model as a continuum with a few people at the extremes and most of us somewhere in between. As people have been introduced to this material, they almost always see some of the Diminisher and some of the Multiplier within themselves. One leader we worked with is illustrative. He was a smart and aware individual who didn't fit the archetype of a Diminisher, and yet when he read the material he could see how he sometimes behaved in a Diminishing manner. While we studied this leadership phenomenon as a contrast, we see the model as a continuum with only a very few people at the polar extremes and the majority of us somewhere in the middle."
Most supervisors need to increase some behaviors (e.g. providing clear explanations of performance expectations and how performance will be measured) and avoid other behaviors (e.g. withholding information others need). The same is true of those whom they supervise. The challenge is to do more of what will add value and less of what diminishes it.
To me, one of the most valuable insights in this book suggests that, especially during the current economic recession/depression/whatever, the total cost of what must be done (in terms of dollars and hours) is probably much less than what would be saved by doing it. According to Wiseman, Multipliers extract so much more from their people that - in effect - they essentially double the workforce at no additional cost. If that isn't doing more with less, I don't know what is.Multipliers: How the Best Leaders Make Everyone Smarter Overview

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Social Power and the CEO: Leadership and Trust in a Sustainable Free Enterprise System Review

Social Power and the CEO: Leadership and Trust in a Sustainable Free Enterprise System
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Social Power and the CEO: Leadership and Trust in a Sustainable Free Enterprise System ReviewI sometimes ask my oldest son just what did he learn at Wharton School studying for his MBA? Not much as far as he can tell me.
This book should be required reading for anyone who aspires or already is a CEO. Jaques wisdom in this book is worth two years of graduate business study. It should also inspire the reader to read his other works.
Perhaps you have wondered where GE found its storied organization and leadership development system. Well, wonder no more. It is all based on Jaques work over the past 60 years.
So, why is Jaques such a secret? Because companies using his theories in practice consider it a competitive advantage.Social Power and the CEO: Leadership and Trust in a Sustainable Free Enterprise System Overview

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The First 90 Days: Critical Success Strategies for New Leaders at All Levels Review

The First 90 Days: Critical Success Strategies for New Leaders at All Levels
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The First 90 Days: Critical Success Strategies for New Leaders at All Levels ReviewThis book is not just for managers at the executive level. It's also for you and me. It's for functional managers, project managers, and supervisors. The book targets new leaders at all levels that are making the transition from one rung of the ladder to the next.
If you have just been promoted to a new leadership position (or expect to be soon), then this book is for you.
The book outlines ten strategies that will shorten the time it takes you to reach what Watkins calls the breakeven point: the point at which your organization needs you as much as you need the job. Here they are ... the ten strategies:
1. PROMOTE YOURSELF. Make a mental break from your old job. Prepare to take charge in the new one. Don't assume that what has made you successful so far will continue to do so. The dangers of sticking with what you know, working hard at doing it, and failing miserably are very real.
2. ACCELERATE YOUR LEARNING. Climb the learning curve as fast as you can in your new organization. Understand markets, products, technologies, systems, and structures, as well as its culture and politics. It feels like drinking from a fire hose. So you have to be systematic and focused about deciding what you need to learn.
3. MATCH STRATEGY TO SITUATION. There are no universal rules for success in transitions. You need to diagnose the business situation accurately and clarify its challenges and opportunities. The author identifies four very different situations: launching a start-up, leading a turnaround, devising a realignment, and sustaining a high-performing unit. You need to know what your unique situation looks like before you develop your action plan.
4. SECURE EARLY WINS. Early victories build your credibility and create momentum. They create virtuous cycles that leverage organizational energy. In the first few weeks, you need to identify opportunities to build personal credibility. In the first 90 days, you need to identify ways to create value and improve business results.
5. NEGOTIATE SUCCESS. You need to figure out how to build a productive working relationship with your new boss and manage his or her expectations. No other relationship is more important. This means having a series of critical talks about the situation, expectations, style, resources, and your personal development. Crucially, it means developing and gaining consensus on your 90-day plan.
6. ACHIEVE ALIGNMENT. The higher you rise in an organization, the more you have to play the role of organizational architect. This means figuring out whether the organization's strategy is sound, bringing its structure into alignment with its strategy, and developing the systems and skills bases necessary to realize strategic intent.
7. BUILD YOUR TEAM. If you are inheriting a team, you will need to evaluate its members. Perhaps you need to restructure it to better meet demands of the situation. Your willingness to make tough early personnel calls and your capacity to select the right people for the right positions are among the most important drivers of success during your transition.
8. CREATE COALITIONS. Your success will depend on your ability to influence people outside your direct line of control. Supportive alliances, both internal and external, will be necessary to achieve your goals.
9. KEEP YOUR BALANCE. The risks of losing perspective, getting isolated, and making bad calls are ever present during transitions. The right advice-and-counsel network is an indispensable resource
10. EXPEDITE EVERYONE. Finally, you need to help everyone else - direct reports, bosses, and peers - accelerate their own transitions. The quicker you can get your new direct reports up to speed, the more you will help your own performance.
This book is not only relevant on the individual level. This transition process for new managers happens so often that it should be handled with more professionalism by (big) organizations. Whereas we as managers try to work actively with introduction programmes and training for new employees, then many managers must face their transition challenge alone. It shouldn't be like that. The "sink or swim" approach should be doomed.
Peter Leerskov,
M.Sc. in International Business (Marketing & Management) and Graduate Diploma in E-businessThe First 90 Days: Critical Success Strategies for New Leaders at All Levels Overview

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What Executives Need to Know About Project Management (The IIL/Wiley Series in Project Management) Review

What Executives Need to Know About Project Management (The IIL/Wiley Series in Project Management)
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What Executives Need to Know About Project Management (The IIL/Wiley Series in Project Management) ReviewA very interesting addition to my Harold Kerzner project management library. An easy book to read, though somewhat superficial since it does not go into the detail and is mostly a set of examplse of what to do or not do. The title is also somewhat confusing: the book is mostly oriented to the Project Sponsor rol. I would recommend it to those high and middle level executives that have to be frequently engaged in project sponsoring so they can learn about how to behave in this rol. If an sponsor does what it is said in the book and the project manager know how to do his job, chances are the project will be a successful one. A recommended book not only for executives but project managers who need to deal with their sponsors.What Executives Need to Know About Project Management (The IIL/Wiley Series in Project Management) Overview

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Rules to Break and Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism (Microsoft Executive Leadership Series) Review

Rules to Break and Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism (Microsoft Executive Leadership Series)
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Rules to Break and Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism (Microsoft Executive Leadership Series) ReviewI read all books from Don and Martha. "one to one future" was the first and the best book I've ever read related to CRM. "return on customers" was a first attempt to demonstrate that company value isn't necessarely equal to EBITDA and value of shares. Don and Martha introduced here the concept of long-term view vs short-termism.
With this latest book "rules to break & laws to follow" - I've read it in one day! - they follow their concept of demonstrating what real value to a company means.
I do like especially the introduction of an "employee/empowerment"-dimension which was a little bit missing until now.
Real great book. A must for all leaders and managers.
René F. LisiRules to Break and Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism (Microsoft Executive Leadership Series) Overview

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