High Performance Standards

It is important that you clearly define performance standards for employees. Employees need to know what performance level is expected, what performance is below standards, and what it takes to achieve high standards of performance.

The most convenient time to set performance expectations is during the employee’s annual performance review at the beginning of a new business planning cycle. Prepare for this discussion by doing the following:

1. Identify what you would consider objectives for the employee, i.e., the goals for performance that exceed the job requirements and are challenging, yet attainable. Things to consider: giving the employee more decision-making authority, adding responsibilities, taking on supervisory roles, and increasing productivity goals.
2. Consider also the requirements for satisfactory performance relative to the employee’s tenure, experience, and expertise.
3. Discuss your expectations with your employee, taking into account his or her perspective and any information you may have overlooked that would affect standards of performance. The more input employees have in setting performance expectations, the more likely they will be to buy into the standards upon which you agree.
4. With your employee, come to consensus on performance standards that meet and exceed expectations. Document your decisions.
5. Clarify the rewards for performance with the employee.
6. Meet periodically to discuss progress. If appropriate, revise expectations while keeping goals challenging.

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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Code of Ethics

Best companies have a written code of ethics.  Such codes list principles of appropriate behavior. Code of ethics generally addresses such topics as conflicts of interest, confidentiality of corporate information, misappropriation of corporate assets, bribes and kickbacks, and political support.

If code of ethics is to make a real difference, it must be carefully designed and implemented. Employees are more likely to accept a code if managers and others affected by it are involved in its development.

The code of ethics should be revised to reflect changes in the company’s product line or competitive practices. The code must be internally consistent.

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.

Foreign Licensing

The method of going global through the use of contractual agreements is foreign licensing. Such an agreement grants foreign marketers the right to distribute a firm’s merchandise or use its trademark, patent, or process in a specified geographic area. These arrangements usually set certain time limits, after which agreements are revised or renewed.

Licensing offers several advantages over exporting, including access to local partners’ marketing information and distribution channels and protection from various legal barriers. Because licensing does not require capital outlays, many firms, both small and large, regard it as attractive entry strategy. Like franchising, licensing allows a firm to quickly enter a foreign market with a known product or concept. The arrangement also may provide entry into a market, which government restrictions close to imports or international direct investment.

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.

When Marketing doesn’t Work

Marketing has not measured up to expectations in many companies because management has concentrated on the trappings rather than the substance. When most executives talk about what their companies have done to become more marketing oriented, they usually point to such actions as:

• Declarations of support from top management in the form of speeches, annual reports, or talks to the investment community.
• Creation of a marketing organization, including appointment of a marketing head and product or market managers, transfer to marketing of the product development and service functions, establishment of a market research function, salespeople reassigned around markets, advertising function strengthened.
• Adoption of new administrative mechanisms, such as formal marketing planning approaches, more and better sales information, and revised information systems structured around markets rather than products.
• Increased marketing expenditures for staffing, training and development, advertising, marketing, research.

The point is not that these actions are useless, but that by themselves they are no guarantee of marketing success. Effective marketing requires a fundamental shift in attitude and values throughout the company so that everyone in every functional area places paramount importance on being responsive to market needs. The steps taken in most companies are not useful because they fail to accomplish this crucial shift in attitude. And without this shift in attitude, the most highly developed marketing operation cannot produce any real results.

Why have so few companies gone beyond the trappings to achieve the change in attitude that ensures substantive marketing? Frequently, one or more of these situations exist:

• In a surprising number of cases, management does not fully understand the marketing concept as it applies in its situation.
• In many other cases, management understands the implications of the marketing concept but has not committed itself to the actions and decisions needed to reinforce it.
• In almost every case, management has failed to install the administrative mechanisms necessary for effective implementation of the concept, especially into the non-marketing function.

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.

 

Don’t Go Alone, Take People with you

Foreigners will almost always have more people on a team. You may not be able to match them (the Japanese and Chinese will always add more people), but do try to reach some balance in authority and power. Being outnumbered is a psychological as well as practical disadvantage. You need the help of a strong team to be able to carry on all the simultaneous activities of a negotiation: giving information, persuading, listening, thinking, preparing arguments, formulating questions and revising strategy as necessary to continue moving toward agreement. It also helps to have a number of nodding (or frowning) faces on your side to give an air of support and unity.

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, Lectures, Line of Sight