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Category Archives: Change Management

Client service starts in the car park

My Post Office box is at the back of the Post Office, and I need to drive around the back to their car park to access the box. Directly next to the Post Office car park are the car bays of an architectural practice, leading to their back door.
One morning, as I was parked in the Post Office car park, opening mail I had justĀ retrievedĀ from my Post Office box, I witnessed an incident that showed me that client service starts, not only at the back door, but out in the car park.
As I sat in my car opening mail, I noticed a well-dressed middle aged man smoking just outside the back door of the architectural practice. It was clearly a professional and well-branded practice as the corporate colours and logo were not only at the front, but also splashed all over the back walls and above the back door.
A car drove up and parked in one of their bays. There are about 16 bays and at 8 am half of them were empty. As the driver got out and locked his car, the smoking man walked up to him and said "No parking here".
Clearly surprised, the driver asked if there...
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Dancing while watching from the balcony

In any size business, but particularly in the smaller business, one of the traits the business owner or CEO or unit manager needs to keep in mind is the ability to focus on the task while keeping the big picture in mind.
What do I mean by keeping focus while having the big picture in mind?
Let me give you an analogy.
I was driving the back streets of my suburb last Sunday when I came upon a road signage crew training staff. This is a crew that puts up witches' hats and "slow down" signs when roadworks are in progress. As I approached the intersection, I saw the care and attention they had paid to the task.
About 200 meters before the intersection they had put up signs slowing traffic and one sign even explaining "training" in progress. As you approached, they had beacons, people with "lollipop" signs saying "stop" on one side and "slow" on the other. All their crew were wearing high-visibility vests, supervisors were carefully spaced out and radios were being used. Clearly they knew what they were doing and all safety procedures were being put into use.
Then I got to the intersection and whereas their training vehicles had been...
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You must know detail about your business

I have worked with clients on their businesses and when asked about some detail like " what profit margin do you make on that product" or "how many hours do your people work on average", they don't know.
Now don't get me wrong. I'm not talking about micromanagement here - I am a firm believer in systems and procedures and a living vision that explain to team members what they do, how they should do it, and why they should do it, leaving you to concentrate on strategic matters that have impact.
However, you do need to know, nay, must know, the detail of your business model and your business functions.
When I was in my thirties, my mother developed terminal cancer and I looked after her palliative care at home because she wanted to die at home. I was assisted by an effective tertiary care medical system - home nurses, oncology visits, medical equipment supplied and so on. Her GP was also mine and once he asked me what medication she was getting and I replied "I don't know, some large white pills that the oncologist prescribed" thinking that was the affair of professionals whom I had delegated professional care to. My...
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Leadership Vs Management

harvard picHarvard Business School change management guru John Kotter outlines the fundamental differences between Leadership and Management as follows:- - Establishing direction vs Planning & Budgeting - Aligning people vs Organising and staffing... - Motivating & inspiring vs Controlling & Problem-solving. In Kotter's view, while management produces an order of predictability, order, and the capacity to attain desired short term targets, the qualities of Leadership prodeuces change, often to a dramatic degree and often potentially useful change to create a future vision. In my consulting, I use my own process called vision-driven planning, first creating a vision for the group (in great detail, to the degree that it is internally viable and credible) which is then quantified through a Balanced Scorecard approach ("If we were to achieve our vision, how must we look and behave in the area of..."). The quantification of the vision is converted into Performance Measures, and then these are redirected as Strategies. It works exceptionally well for SME's in creating what I call a "POP" or Plan On a Page. However the obstruction I usually see is lack of "Leadership" in that often the SME owners and managers are extremely concerned with the now...
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OTS Management