Commitment to Plan


Management commitment to plan is a difficult concept to define and probably the most difficult area to probe. At the same time, it is in many respects the most crucial area. A deep-rooted sense of commitment is why certain management teams are able to overcome all obstacles and still achieve planned results. It is the same ingredient that enables a team to win against tough competition even though their best players are injured or all the breaks in the game go against them.

Without attempting to be a psychologist, there are several things to look for to determine whether this sense of commitment exists. What has been the track record of those submitting the plan? It is a positive sign if they have a history of fulfilling commitments. Conversely, if the group has not met its commitments in the past, it is essential to find out what has changed to make their commitment to the current plan any more meaningful. Is this evidence that individuals understand how a failure to meet their personal or functional commitments would jeoperdize the ability of the whole group to accomplish its plan? Is there any indication that anyone in the group feels that function has overcommitted or that they have been pressured into making commitments that are unrealistic?

 It is unikely that anyone will admit they are not committed to a plan they developed and recommend. But questions directed to each functional area about the certainty or difficulty of achieving their part of the plan help everyone see what musdt be done to successfully implement the plan. Such questioning helps to establish the importance of each individual’s personal commitments not only to the plan but to the rest of the organization. In a sense, it helps to develop a form of peer pressure, which is just as important in the execution of the business plan as it is in other walks of life. No one enjoys being in the position of having let teammates down.

 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

Just about Vision


Vision implies imagery, and the outstanding leaders do create a world inside their heads, a vision of the future, which guides their day to day actions; it provides the coherent model. This is an ability that we all have but few of us employ. The vision is not an attainable end state, but rather a continuing process. There is no complete description—the patterns of our minds unfold beyond our ability to describe them. There is enough substance to make it almost tangible, yet sometimes it lurks in shadows. Sometimes it is alive with sound and brightness, and sometimes it is tranquil. But it is always connected at a deep level with the heart and with the gut.

Vision grows in the feedback-feedforward relationship between what might be (the word in the mind) and the present potential (the sensitive perception of the environment), and it thrives on difference. Indeed, vision seems ever elusive like the rainbow—wherever one moves, it is just beyond reach. Yet like the guiding star, it is powerfully reliable guide.

Since vision is systematic, it sees the parts and the whole in a way that the linear progression of words can never achieve. It can map the flow of the links of value from the heart of the business to the customer, and through the business to the stakeholders. It emphasizes the patterns that are the life of the business.

In order to build this hologram called vision, it is absolutely necessary to take a step back from the day-today issues. It is a qualitatively different mode of thinking than that of everyday management but will produce a level of certainty that informs each management decision. Allow some quite time in which you can really reflect in a relaxed state of mind. An easy walk in the country or a quiet evening alone provides suitable settings for most people.

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

Figuring out what to charge


The hardest part of developing a fee schedule is figuring out what to charge. The professional fees in all fields are rather idiosyncratic. Rarely can a freelance professional set an across the board price for services. Most professionals have sliding fees. Some old, favored clients are always charged less than newer, more affluent clients. Some clients are charged overtime and for rush jobs, while others never are. And in almost every field professionals charge different rates for corporate or commercial work as opposed to creative or literary work.

Then, too, there are various ways to structure a professional fee. In the course of one year a professional is likely to take on jobs that pay by the hour, the day, and by flat fee.

What does it all mean to someone starting out in freelancing who is unsure what to charge or even how to figure out a fee schedule? Basically, a freelancer should not get too caught up in working for one preset fee—for one hourly rate. Sometimes a client will pay you less per hour, but you can pad the bill so you end up earning as much as you would if you charged a higher hourly rate. Sometimes you take a consulting job that is not particularly interesting or challenging but which pays well, so you can later take on creative work that does not pay so well. The trick is to charge enough overall so that you earn what you need to earn. But even a sliding scale or a willingness to negotiate does not mean that you will not require a well-planned rate schedule. If you ever go into a meeting to settle a fee and are unsure what to charge or what you would like to earn, then you will probably walk away a loser. You must always be prepared to negotiate, and you should expect to earn what you are worth 90 percent of the time. To do this, you need to figure out in advance what the general fee ranges will be for your services. The only danger is in setting an hourly fee and measuring all your work by that one standard.

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

Recovery of Loss-making Companies


A surprising number of large companies have one or more subsidiaries making losses at any time. The number of private companies which fail is further ample proof of loss-making businesses. One response is a desire to sell the loss-making business, which is really an attempt to walk away from a situation which is both a problem and an opportunity. Even if a buyer is found, the purchase price is likely to be lower than net asset value. If loss-making business is sold to the existing management interesting questions are raised. What will they do as owners of the business different from before? Why was this not done at the direction of the group previously? The opportunity is to turn the business into profit before considering selling it, because even if a sale makes sense, it will be easier to achieve and a much higher price should be obtained.

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

Next Newer Entries