Criteria for Performance Excellence


The Leadership category examines the company’s leadership system and senior leaders’ personal leadership. It examines how senior leaders and the leadership system address values, company directions, performance expectations, a focus on customers and other stakeholders, learning, and innovation. Also examined is how the company addresses its societal responsibilities and provides support to key communities.

The Strategic Planning category examines how the company sets strategic directions and how it develops the critical strategies and action plans to support the directions. Also examined are how plans are developed and how performance is tracked.

The Customer and Market Focus category examines how the company determines requirements, expectations, and preferences of customers and markets. Also examined is how the company builds relationships with customers and determines their satisfaction.

The Information and Analysis category examines the selection, management, and effectiveness of use of information and data to support key company processes and action plans, and the company’s performance management system.

The Human Resource Focus category examines how the company enables employees to develop and utilize their full potential, aligned with the company’s objectives. Also examined are the company’s efforts to build and maintain a work environment and work climate conducive to performance excellence, full participation, and personal and organizational growth.

The Process Management category examines the key aspects of process management, including customer-focused design, product and service delivery, support, and supplier and partnering processes involving all work units. The category examines how key processes are designed, implemented, managed, and improved to achieve better performance.

The Business Results category examines the company’s performance and improvement in key business areas: customer satisfaction, financial and marketplace performance, human resource results, supplier and partner performance, and operational performance. Also examined are performance levels relative to competitors.

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.

Principles of Visionary Leadership


The breakthrough leaders should stand at the organization’s boundary and bring in outside information. They must also communicate their company’s philosophy to the outside world. In their book Breakthrough Management, Shoji Shiba and David Walden have defined the eight principles of visionary leadership as follows:

1)      Principle 1: The visionary leader must do on-site observation leading to personal perception of changes in societal values from an outsider’s point of view.

2)      Principle 2: Even though there is resistance, never give up; squeeze the resistance between outside-in pressure in combination with top-down inside instruction.

3)      Principle 3: Transformation is begun with symbolic disruption of the old or traditional system through top-down efforts to create chaos within the organization.

4)      Principle 4: The direction of transformation is illustrated aimed by a symbolic visible image and the visionary leader’s symbolic behavior.

5)      Principle 5: Quickly establishing new physical, organizational and behavioral systems is essential for successful transformation.

6)      Principle 6: Real change leaders are necessary to enable transformation.

7)      Principle 7: Create an innovative system to provide feedback from results.

8)      Principle 8: Create a daily operation system, including a new work structure, new approach to human capabilities and improvement activities.

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

Why we fail?


The results we intended occur, and we label the result a success. Failure, on the other hand, denotes an undesired outcome. The results we were looking for didn’t come through. To replace failure with success, we need to understand the way that different actions yield different results. In a sense, it’s simple as discarding actions and underlying thought patterns that lead to undesired results and replacing them with deeds and thoughts that lead to the right outcome. Of course, in practice, it’s much easier to say than to do.

Actions result from patterns of thought, and these patterns often form in order to justify the actions that are expected of us. In other words, it’s a cycle. The need for certain action dictates the development of a way of thinking, and that way of thinking leads to the desired actions. Now, if the results of those actions become undesirable, then it follows that you need to change the thought patterns.

Do people really tailor their thinking to accommodate their actions? In some ways this process can be very detrimental; for example, when we alter our beliefs so we can get away with doing things we were brought up to believe are wrong. Yes, our beliefs are fashioned by society, by our environment and culture, but anyone who denies that an individual can radically change his or her way of thinking is seriously underestimating the power we can exercise over our minds.

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