Talk Less, Listen More


The more talking you do, the less information you will receive. Your role is that of a buyer. You are thinking about purchasing services from the person you’re interviewing. Asking questions and evaluating the responses are your key functions. Picture yourself at a car dealership, talking to a salesperson about the possible purchase of a car. Who should be doing most of the talking? Who should be answering the most questions? In both cases the answer is the person selling, not the person buying. The person asking the questions gets the most information.

Your questions should seek information on specific issues and also let you uncover personality traits. Listen for comments that include attitudes, energy levels, and the ability to communicate concisely and to answer the question asked, not the one the interviewee wants to answer. None of this can be accomplished when you are doing the majority of the talking.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Setting the Example


One of the best ways to get people to achieve excellence is to inspire them through your own example. No matter how much you talk or what you do, if you aren’t stretching and growing, if you aren’t giving until it hurts, forget about asking them to do so.

Most Olympic athletes got to where they are because they were inspired by an Olympic athlete who preceded them. Few of us, if any, have the capacity to be self-inspired. We need another person to help light the flame. You are their role model. How your people perform will always reflect to some degree the behavior and ideals you live out day-to-day basis.

Virtually everything you do in some way implies a standard to your people—the way you dress, the way you interact with peers and superiors, whether or not you start your meetings on time, the quality of your work. It is a good idea to do a quick check on yourself from time to time to see if you are performing the way you want your people to perform.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

What is a Market?


The market, or trading area for a particular firm, is the area which it seeks to serve with its products or services. From the buyer’s point of view, it is the area within which the buyer knows he or she can find desired goods and services at desired prices. The definition of a market, or trading area, from the buyer’s and the seller’s view may not be the same. Sellers may desire to expand their markets beyond the limits that are normally recognized by buyers. Experience will tell merchants the proper limits of their trading areas if they have the means of measuring the sources of sales. Market areas may change with the development of new shopping centers in adjacent areas. At any given time, a market has its limits set by the area within which the firm can economically sell its goods or services.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Using Administrative Skills


  • Identify the three to five critical success factors that you and your group must accomplish to achieve your goals. Then develop plans to achieve them.
  • Set aside “quiet time” each day for reviewing plans and updating planning activities.
  • To balance attention to detail with broader planning, ask for feedback to ensure that you are not stressing on area over the other.
  • Build your annual department goals and objectives around the strategic plan. Then develop monthly, weekly, and daily plans to accomplish your strategic goals and objectives.
  • Have employees submit an annual work plan for your review. Ask them to include specific objectives, priorities, and time tables. Seek opportunities for assignments, requiring strategic planning.
  • Study the long-range plan for your company or division and  consider its implications for your department.
  • Break large projects into several smaller steps, with deadlines for each step. Ask for feedback regarding the adequacy of your project plan.
  • Set definite deadlines with your manager when taking on tasks.
  • Add more details to your plans.
  • Ask your manager to let you know of instances when your planning could be more effective.
  • Request assignments that require careful planning and attention to detail.
  • After your plan is developed, ask others to identify potential problems. Then determine your contingency plans.
  • Make it a habit to do an environmental scan when doing strategic planning.
  • If your specialty is strategy, use your team and peers to help develop tactics.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Setting Standards


Having standards is not enough. They must be the correct standards. By correct means not too low, not too high. If you set them too low you will lose productivity; valuable resources will be wasted. Low standards are also demotivating. Challenge and job satisfaction go hand in hand. When standards are too low people become sloppy in their work. When they can do their jobs with their eyes closed, their attention is lost and needless errors are made.

Standards that are too high are a problem as well. When standards are unrealistically high, the manager has no yardstick for determining how well the people performed. The standard is meaningless. Standards that are too high are also demotivating. If people know that the standards are impossible, they will reason “Why try at all? We can’t reach them anyway.” The standards become a source of frustration. If people consistently strive to meet the standards without success, they will feel like failures which will eventually affect their morale and performance.

The goal is to set standards high enough so that people have to work exceptionally hard to reach them and low enough so that they are attainable.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Flexibility


Perhaps the biggest difference between an individual businessperson and a large corporation is in the degree of flexibility each possesses. Here the balance tips in favor of the small business. Because it hasn’t indoctrinated numerous level of management and a gigantic sales organization in the tactics and strategies of its marketing plan, it can make changes on the spot. It can be fast on its feet and can react to make changes, competitive ploys, economic realities, new media, newsworthy events, and last minute offers.

Like the furry quick mammal, you’ve got the flexibility, the speed, the disregard of image, that enables you to use radio commercials and also hire high school students to hand out printed circulars on street corners. You don’t have a body of rules to follow, a committee to answer to, a set structure to follow. You are the organization. You answer to yourself. You make the rules and you break the rules. And that means you get to be amazing, outrageous, surprising, unpredictable, brilliant, and quick.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

The Intangibility and Measurement of Learning


An important aspect of learning is its intangibility. Learning is non-observable; it takes place within people and can only be inferred from actual behavior. For this reason, it is called an intervening variable. Because it must be inferred from behavior, it is often difficult to measure: other factors influence behavior, and it is sometimes difficult to distinguish what part of the behavior is attributable to learning. Two men may be assigned a task and given instructions on how to accomplish it. One may achieve much better results than the other, but that does not necessarily mean he has learned more. He may have had more ability to begin with, or he may have had a greater motivation to succeed than the other.

Performance is the result of learning, ability, motivation, and a variety of external factors. One man may produce more even having learned less because his ability or motivation enables him to perform more effectively. A student who works hard in a course and learns a great amount may see another student work less hard, appear to learn less, but receive a high grade. Such situations are common both in school and in the business world. The factor sometimes overlooked is the initial degree of skill or knowledge brought to the task, and the resultant effect on performance. Often it is performance that is observed, judged, and rewarded.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Definitions of Strategy


Strategy: the science of planning and directing military operations, a plan or action based on this; skill in managing or planning, esp. by using stratagems. (Collins Pocket Dictionary, 1986)

Stratagems: a trick or plan for deceiving an enemy in war; any trick or scheme. (Collins Pocket Dictionary, 1986)

Strategic: sound in strategy; advantageous; needed for carrying on war; directed against the military and industrial installations of the enemy. (Collins Pocket Dictionary, 1986)

A strategy is a plan of action designed to achieve a particular goal. The word strategy has military connotations, because it derives from the Greek word for general. A strategy is a long term plan of action designed to achieve a particular goal. Strategy may also refer to:

  • Business strategy, the art and science of enabling an organization to achieve its objective
    • Marketing Strategy, a process that allows an organization to increase sales and achieve a competitive advantage
    • Technology strategy, a document that explains how information technology should be used as part of a business strategy
    • Digital strategy, the process of specifying an organization’s processes to deploy online assets
  • Trading strategy, a predefined set of rules to apply in finance (Wikipedia)

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Collaboration


Collaboration is the ability to work in a group, eliciting and offering support to each other member, creating a synergistic environment for everyone. This quality comes up over as we listen to stories of experiences. The behavior of the story-tellers is inclusive. They reach out to other people; they ask for help when they need it; they gather people in, collaborating to get the job done. A significant by-product that often results from this approach is the development of new leadership and great self-esteem for these empowered through shared ownership.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Customer Orientation


  • Do you know the objectives of your customers (and their customers)?
  • Is your service offer designed with the customer in mind?
  • Are your internal systems (ordering, billing, shipping, computers, financial, etc.), geared toward how the customers prefer doing business with you?
  • Do you constantly measure customer satisfaction?
  • Do you continually meet with your customers to determine their needs today and tomorrow?
  • How is value created, delivered, monitored, and maximized in your organization?

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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