Commitment to Self Knowledge and Development


This value is a commitment to one’s own personal growth and understanding. On a personal level, people with this value are introspective, principle driven, and constantly learning about themselves. Managers translate this learning into leadership that inspires both personal and professional development in employees.

Organizations dedicated to self-knowledge are learning institutions. Their value of people as appreciating assets, not costly liabilities, overshadows all other decisions. Through a board, caring human capital investment strategy, executives make large investments in training; managers cultivate employee effectiveness and their successors; and employees learn to innovate and take risks. For these companies, managing learning is a full-time job, and for their companies to grow each year, every employee must grow and develop.

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, Line of Sight

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Process Owner


The process owner, who is responsible for reengineering a specific process, should be a senior-level manager, usually with line responsibility, who cares prestige, credibility, and clout within the company. If the leader’s job is to make reengineering happen in the large, then the process owner’s job is to make it happen in the small, at the individual process level. It is the process owner’s reputation, bonus, and career that are on the line when his or her process is undergoing reengineering.

 Most companies lack process owners, because in traditional organizations people do not tend to think in process terms. Responsibility for processes is fragmented across organizational boundaries. That’s why identifying the company’s major processes is a crucial early step in reengineering.

 After identifying the processes, the leader designates the owners who will guide those processes through reengineering. Process owners are usually individuals who manage one of the functions involved in the process that will undergo reengineering. To do their reengineering jobs, they have to have the respect of their peers and a stomach for reengineering—they must be people who are comfortable with change, tolerant of ambiguity, and serence in adversity.

 An owner’s job is not to do reengineering but to see that it gets done. The owner must assemble a reengineering team and do whatever is required to enable the team to do its job. He or she obtains the resources that the team requires, runs interference with the bureaucracy, and works to gain the cooperation of other managers whose functional groups are involved in the process.

 Process owners also motivate, inspire, and advise their teams. They act as the team’s critic, spokesman, monitor, and liaison. When reengineering team members start to produce ideas that make coworkers in the organization unhappy, process owners shield them from the arrows that others will shoot their way. Process owners take the heat so that their teams can concentrate on making reengineering happen.

 The process owner’s job will not end when the reengineering project is completed. In a process-oriented company, process, not function or geography, will form the basis of organizational structure, so every process will continue to need an owner to attend to its performance.

 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, Line of Sight

Strategic Intent and Strategic Mission


Strategic intent is internally focused. It is concerned with identifying the resources, capabilities, and core competencies on which a firm can base its strategic actions. Strategic intent reflects what a firm is capable of doing as a result of its core competencies and the unique ways they can be used to exploit a competitive advantage.

 Strategic mission is a statement of a firms’s unique purpose and the scope of its operations in product and market terms. Strategic mission flows from strategic intent. It is externally focused. A strategic mission provides general descriptions of the products a firm intends to produce and the markets it will serve using its internally based core competencies.

 An effective strategic mission establishes a firm’s individuality and is exciting, inspiring, and relevant to all stakeholders. Together, strategic intent and strategic mission yield the insights required to formulate and implement the firm’s strategies.

 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, Line of Sight

Pertinent topics for training


I suggest three new topics for your training programs, vis-à-vis, Leadership, Creativity and Innovation in Decsion-making, and Future Trends. They are important for Change.

 

Development of leadership skills can enable target audience to challenge the process, inspire a shared vision, enable others to act, model the way and walk the way. This can be achieved by developing skills for regulating the information flow, direction setting, motivation and decision-making.

 

Development of creative thinking skills will enable managers to initiate a creative process focusing on the mechanisms and phases involved if they partake in a creative act. Such skills will allow them to look at problems as opportunities and not as threats.

 

Last but not the least, knowledge about future will allow managers to know about the environment in certain area in the forseeable future. This will help them in planning and public policy.

 

Without developing leadership skills, and enlightening the trainees about using mind tools for creative decesion-making and the ability to read future, no change can be possible. Those civilizations, societies and organizations,and even individuals face extinction if they fail to cope up with change, innovation and transition with time. This is the law of nature.

 

Include new topics—Leadership, Creativity and Innovation, and Future Trends—in all your training programs.

 

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, Line of Sight

Disambiguating Champions


Champions are individuals who take an idea for a new product or service and do all they can within their power to ensure the success of the innovation. By actively promoting the idea, communicating and inspiring others with their vision of the potential of the innovation, champions can help their organizations realize the potential of an innovation. But recognizing the potential of an innovation does not mean that a firm is going to adopt the innovation. In fact, recognizing the potential of an innovation may actually make the political coalitions that more determined to block is adoption since they can better see how their political power will be diminished with the innovation. This is where the champion’s power and prestige in the organization come in. He or she can use this power to fight any coalitions that may want to block the development process.

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 contact www.asifjmir.com, Line of Sight

Clear Vision and Strategy


Vision can inspire, but it can also result in disillusionment if it is incomplete or incapable of achievement. Like an idea, it may have little value outside of an organization with the capability to give it a tangible reality.

Many attempts to formulate and implement visions and missions have been naïve and in some cases destructive. A wide gulf has emerged between rhetoric and reality, and between aspiration and achievement. Instead of inspiration and motivation, there is disillusionment and distrust. The agreement of vision is often perceived as the ‘input’, rather than as an initial step on what may prove to be a long process of implementation.

Progress is made in providing distinctive purposes and offerings, and the longer term and sometimes hidden consequences of the short-term reactions of corporate boards to economic pressures. It emphasizes that changing attitudes and perspective generally takes longer than is first thought.

The lack of top management commitment and of communication skills are major barriers to change. To share a compelling vision requires new attitudes and approaches to communication.

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 contact www.asifjmir.com

Warping Higher Customer Satisfaction


You can improve your management of others to enable you to deliver higher customer satisfaction:

  1. Listen to other people around you,  no matter what their experience or lack of it and listen without judgment–every opinion is a valid one. If you hear two or three ideas together they can often spark a fourth, which you wouldn’t have arrived at if you’d heard them with a judgment.
  2. Use praise. Use praise more frequently and more sincerely than you’ve ever done in the past. Every night when you go home, if you’re a manager or even if you are not, ask yourself have I said thank you? to three people for three different things today? If you haven’t, it either means one of two things: that no body that you work with, or for, has actually done anything which is worth saying thank you for , or that they have done things of note but you haven’t noticed.
  3. If you can’t say something positive, don’t say anything. If you went into a meeting with your manager and they ran through a list of 20 things that they were pleased with and just as you were leaving they delivered one negative criticism, the chances are that this is the one thought that would stay with you, the other 20 would disappear in the length and shadow of the negative criticism. Negative criticism has virtually no practical application. If you have to say something then think it through and put it into a positive context. Remember that people will normally do the best they can with what they have. If they are not doing the best that they can, then you need to help them to see what can be done and what talents, resources, or alternatives exist for the.
  4. Always be seen to be fair and honest. If there’s one thing that can demotivate staff and people around you quicker than almost anything, it is people having favorites.
  5. Share your concerns. Managing a customer service team, an organization, or being an entrepreneur is not an easy job. Whilst you need to be decisive and have confidence and courage that inspires people, there is much to be gained from being open and sharing your own hopes, dreams and concerns.  One of the things that people often like in working in a small business, perhaps one which has an entrepreneurial flair to it, is the enthusiaism and the sheer energy that those people can put into theirday and they do, every signle day. Remind people what you’re doing, where you’re going and why you do what you do.
  6. Become a teacher. Instead of finding fault, managing by exception, and pointing out where people are going wrong, become obsessed with helping people become twice as good as they are now. If you manage people, or you aspire to manage or lead people, then your goal should be to make sure thatas quickly as possible they can do their job twice as well as they’re doing it now, even if it means them being promoting or leaving. There is nothing more satisfying than seeing other people around you do well, especially if you know you’ve contributed to that. Don’t ask yourself what can I do for myself?  Instead, ask yourself, how can I help my team become a better team?  Take a few minutes at regular intervals, at random times during the day if necessary, and teach people different ways of doing things–upgrade their skills, explain different aspects of the business, formalize it–put together different training programs so that people, over a period of time, will really move forward in both their skills, their knowledge and their habits.
  7. Kiesin is a Japanese word that has no equivalent in the English language. It roughly translates as constant and never ending improvement.  The Japanese philosophy is to do a thousand things one percent better not one thing a thousand percent better. This means that everybody that you work with–every supplier, every employee, and every manager, everybody in the customer satisfaction value chain–should be constantly required to innovate, to improve and suggest ideas. Coming up with ways to improve how things are done, should  almost become a mandatory part of any job.
  8. Develop yourself. If there’s one way that you can get other people to become more interested and more focused on improving themselves, it is to lead by example. Take time out to go on training courses, even though you masy be too busy. Take time to read useful information, not just novels, books or newspapers but actual up-to-date books and tesxts from the experts within your industry. Practise your skills, use them and make sure that they’re developed as far as they possibly can be. If it means learning a new language or learning a skill that you don’t have then take on the challenge. It is very difficult to manage people well if you have low self esteem but if you feel good about yourself and you have that feeling of progress and achievement, then it is very hard for this not to rub off on other people.
  9. Only do the most important things. Ask yourself that question or a version of it every single minute of the day:Is what I’m doing now helping directly or indirectly to increase the number and quality of the customers our organization has? Because if it doesn’t affect the customer, it shouldn’t be done.

My Consultancy–Asif J. Mir – Management Consultant–transformserorganizations 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 contact Asif J. Mir

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