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How to be a Better Performer ?

Bea betterperformer

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Business excellence techniques in the modern world.

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Page 1: Bea betterperformer

Ho

w t

o b

e a

Be

tte

r

Pe

rfo

rme

r ?

Page 2: Bea betterperformer

A M

od

ern

da

y

Lea

de

r

There are many

instances where

organizations failed due

to cultural changes. This

often happens as

management is in

control of the power of

control of the power of

change. There may be

many terrorists and

dinosaurs within who

fear change and put in

sophisticated blocks to

stop the culture change

to happen. But they all

expect good leadership

from the top.

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Page 3: Bea betterperformer

Ge

mb

aK

AIZ

EN

Organisations should

encourage their people

from

bringing their brains

to work. Since, people do

extraordinary things at

home, like running

home, like running

amateur football team

s,

part-time business. Job

descriptions are a great

stopper. Give your

people the opportunity to

bring their brains to work

and their hearts will

follow.

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Page 4: Bea betterperformer

Ne

ed

on

ly

pro

cess

ow

ne

rs

Team

s s

ho

uld

be

mu

lti-

skil

led

. G

et

peo

ple

to

do

th

e

thin

gs t

hey l

ike t

o

do

in

th

e t

eam

fo

r

the g

reate

r g

oo

d o

f th

e g

reate

r g

oo

d o

f

the t

eam

. Teach

them

ab

ou

t co

sti

ng

-it

on

ly t

akes o

ne

ho

ur

to t

rain

th

em

in t

his

skil

l. G

et

them

to

set

their

ow

n b

ud

gets

an

d

targ

ets

.4

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Page 5: Bea betterperformer

Pa

reto

Pri

nci

ple

wo

rks

All o

rga

nis

ati

on

s c

on

sis

t o

f 2

0%

of

pe

op

le w

ho

are

'd

oe

rs', 6

0%

of

pe

op

le w

ho

a

re 'w

atc

he

rs' a

nd

20

% o

f p

eo

ple

wh

o a

re d

ino

sa

urs

.

Mo

ve

th

e 6

0%

wh

o a

re

wa

tch

ers

to

be

lik

e t

he

20

%

wa

tch

ers

to

be

lik

e t

he

20

%

of

do

ers

.

‘Yo

u w

ill h

ave

80

% o

f th

e

pe

op

le t

ryin

g t

o im

pro

ve

th

e p

erf

orm

an

ce

of

the

o

rga

nis

ati

on

.’

Th

e d

ino

sa

urs

will

dis

ap

pe

ar

be

ca

us

e t

he

y

will n

ot

em

bra

ce

ch

an

ge

.

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Page 6: Bea betterperformer

Ma

tch

su

pp

ly w

ith

de

ma

nd

–P

ull

Pri

nci

ple

Wh

y c

om

e t

o w

ork

in

a f

ixe

d w

ork

ing

we

ek

wh

en

yo

ur

wo

rklo

ad

an

d f

low

is

like

a s

erp

en

t m

ovin

g u

p a

nd

do

wn

? L

oo

k t

o c

ha

ng

e t

o

an

an

nu

ali

sed

ho

urs

co

ntr

act

of

em

plo

ym

en

t.6

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Page 7: Bea betterperformer

Six

Th

ink

ing

Ha

ts

All employees must

be multi-skilled. New

entrants may arrive

with one core skill

but with training and

the right motivation

the right motivation

their skill base

should be increased

to the right number.

This enable them to

perform as a team to

meet the goals.

Yes, six brains are

better than.

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Page 8: Bea betterperformer

Gro

w M

en

tors

Te

am

le

ad

ers

are

th

e

mo

st

imp

ort

an

t p

eo

ple

in a

fla

t o

rga

nis

ati

on

.

Th

e f

irs

t q

ua

lity

th

ey

ne

ed

is

th

ey m

us

t b

e a

lea

de

r.

Le

ad

ers

wit

h v

ari

ed

L

ea

de

rs w

ith

va

rie

d

ba

ck

gro

un

ds

mu

st

be

co

ac

he

s &

fa

cilit

ato

rs

to d

eve

lop

th

eir

te

am

s

to t

ak

e o

n m

ore

res

po

ns

ibilit

y t

o

ac

hie

ve

th

e c

om

pa

ny's

aim

s.

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Page 9: Bea betterperformer

Wo

rk w

ith

ess

en

tia

ls a

nd

no

t

wit

h e

xo

tics

To carry out any

activity you require

all that are dealt with

in the previous

slides. But you can

not find a balanced

not find a balanced

system. This

creates overtime

and the loss of many

small pockets of

time. Look at

annualised hours to

solve this problem.

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Page 10: Bea betterperformer

Let

pe

op

le w

atc

h

the

ir c

are

er

gro

wth

curv

e a

nd

no

t th

e F

AT

sala

ry g

row

th

Get rid of the job

descriptions and

titles. They get in

the way. Put

the way. Put

everybody on a

salary and go for

self regulated

annualized

performance

targets.

10

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Page 11: Bea betterperformer

Be

a

con

sult

ati

ve

lea

de

r

You

wil

l, a

s a

lea

de

r, h

ave

to

be

au

tocr

ati

c a

t ti

me

s

to g

et

thin

gs

do

ne

. to

ge

t th

ing

s d

on

e.

Th

en

yo

u m

ust

be

de

mo

cra

tic

to g

et

pe

op

le t

o o

wn

th

e

de

cisi

on

s.

11

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Page 12: Bea betterperformer

Pe

rfo

rma

nce

ba

sed

hie

rarc

hy

Salaries should

reflect the

contribution each

person makes to the

success of the

organisation. Let

organisation. Let

people set their own

salaries against an

agreed target.

Remember salaries

are just a cost to the

organisation like

heating, lighting and

materials.

12

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Page 13: Bea betterperformer

All

are

imp

ort

an

t

Ma

ke s

ure

eve

ryb

od

y f

ee

ls

eq

ua

lly v

alu

ed

by

the

org

an

isa

tio

n.

Th

e r

ole

of

a

Th

e r

ole

of

a

‘Ch

ap

rasi

’ t

o t

he

role

of

a

‘Ch

air

ma

n’

are

imp

ort

an

t in

an

y

org

an

iza

tio

na

l

pe

rsp

ect

ive

.

13

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Page 14: Bea betterperformer

Se

lf-m

an

ag

ed

Wo

rk T

ea

ms

Re

all

y g

oo

d

Empower but support

your team

s. Let them

look after custom

ers

directly.

Give them

the tools and

the training so that they

the training so that they

can give outstanding

custom

er service.

They are quite capable

of producing things and

making many of the

perceived managem

ent

decisions.

14

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Page 15: Bea betterperformer

Alw

ay

s Lo

ok

fo

r

va

lue

ad

dit

ion

Ch

an

ge

th

e

focu

s to

ge

ttin

g

the

wo

rk d

on

e

an

d t

he

n g

o

ho

me

. D

on

't s

tay

an

d t

he

n g

o

ho

me

. D

on

't s

tay

at

wo

rk if

yo

u

can

't a

dd

va

lue

an

d d

o a

fu

ll

qu

ali

ty h

ou

r.

15

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Page 16: Bea betterperformer

Pla

n f

or

the

un

ex

pe

cte

d

Pla

n f

or

the

un

ex

pe

cte

d

So

me

tim

es

thin

gs

ma

y g

o w

ron

g s

o

yo

u m

ay h

ave

to

sta

y l

ate

.

If t

ea

ms

are

re

all

y

If t

ea

ms

are

re

all

y

in c

on

tro

l th

is w

ill

rare

ly h

ap

pe

n.

Yes

the

te

am

wil

l ta

ke

care

an

d t

he

bo

ss

ne

ed

no

t w

orr

y

ab

ou

t.

16

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Page 17: Bea betterperformer

Ma

tch

Cu

sto

me

r

Sp

eci

fica

tio

n w

ith

Pro

cess

Ca

pa

bil

ity

Fo

llo

w t

he

flo

w o

f Fo

llo

w t

he

flo

w o

f

yo

ur

cust

om

ers

' yo

ur

cust

om

ers

'

de

ma

nd

s o

n y

ou

r d

em

an

ds

on

yo

ur

cap

aci

ty.

cap

aci

ty.

On

ly c

om

e t

o w

ork

O

nly

co

me

to

wo

rk

wh

en

yo

u n

ee

d t

o.

wh

en

yo

u n

ee

d t

o.

Th

ink

of

Lea

n

Th

ink

of

Lea

n

con

cep

ts.

con

cep

ts.

17

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Page 18: Bea betterperformer

Ne

ed

fu

nct

ion

al

syst

em

Eve

ryb

od

y i

n

the

org

an

isa

tio

n

wa

nts

to

do

a

go

od

jo

b a

t g

oo

d j

ob

at

wo

rk.

It's

th

e n

on

-

fun

ctio

na

l

syst

em

th

at

sto

ps

the

m.

18

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Page 19: Bea betterperformer

Bu

ild

cro

ssB

uil

d c

ross

--

fun

ctio

na

l Te

am

sfu

nct

ion

al

Tea

ms

Alw

ay

s fo

rm u

p

tea

ms

wit

h p

eo

ple

fro

m d

iffe

ren

t

de

pa

rtm

en

ts,

skil

ls

an

d b

ack

gro

un

ds.

Giv

e t

he

m a

com

mo

n f

ocu

s a

nd

the

y w

ill

sta

rt

talk

ing

to

ea

ch

oth

er.

19

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Page 20: Bea betterperformer

A T

ea

m a

lwa

ys

win

s

To m

ake

te

am

s

wo

rk t

og

eth

er

the

y n

ee

d s

ho

rt

an

d l

on

g t

erm

go

als

wh

ich

th

ey

an

d l

on

g t

erm

go

als

wh

ich

th

ey

ow

n.

Be

ing

in

co

ntr

ol

is a

gre

ate

r

mo

tiva

tor

tha

n

mo

ne

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Page 21: Bea betterperformer

Be

tte

r C

ust

om

er

Inte

ract

ion

Eve

ry e

mp

loye

e

sho

uld

pre

fer

to

kn

ow

th

e V

OC

an

d

wo

rk t

ow

ard

s

ach

ievin

g c

ust

om

er

ach

ievin

g c

ust

om

er

de

lig

ht

as

the

dyn

am

ics

of

con

sum

er

glo

ba

l

cust

om

er

po

we

r is

imp

ort

an

t th

an

th

e

firm

’s h

iera

rch

y.

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Page 22: Bea betterperformer

Bo

tto

m o

f th

e

py

ram

id

Turn

th

e p

yra

mid

up

sid

e d

ow

n.

Cu

sto

me

rs a

t th

e t

op

.

Ge

t yo

ur

tea

ms

to

loo

k d

ire

ctly

aft

er

loo

k d

ire

ctly

aft

er

cust

om

ers

, if

no

t

exte

rna

l, in

tern

al.

Ma

na

ge

me

nt'

s ro

le is

to s

up

po

rt t

he

te

am

s

in a

chie

vin

g t

he

ir

go

als

.

22

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Page 23: Bea betterperformer

Wh

ate

ve

r y

ou

fe

el

ab

ou

t th

is p

rese

nta

tio

n,

Wh

ate

ve

r y

ou

fe

el

ab

ou

t th

is p

rese

nta

tio

n,

ple

ase

ma

ke

a m

en

tio

n a

bo

ut

the

sa

me

at

drr

mm

2s@

gm

ail

.co

m

wit

h t

he

su

bje

ct l

ine

Bu

sin

ess

Pe

rfo

rma

nce

pre

sen

tati

on

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