Technorati
Posted in Meetings on February 4th, 2010 by Mark Orton – Be the first to comment7A5GW2W8FHHP
Technorati needs this to assure them that I am the author of this blog
7A5GW2W8FHHP
Technorati needs this to assure them that I am the author of this blog
I receive a regular email titled, “Management Intelligence…… from Edward de Bono and Robert Heller”[[1]] . Their most recent email was “Management Intelligence: A proven checklist for business success”. Here is the checklist they provided:
“DO YOU…
Again from this email concerning this list: “These questions penetrate to the heart of successful management. They have passed, and will pass, the test of time.
This list looks a lot like others I have seen, and certainly many entries would be on such a list that I might create. But, whenever I see lists like this, I say to myself, “Great, but how do I do this?” Lets just take number 15, for example, “Transform performance by innovating….”. What business processes do I put in place that assure that these results are regularly and sustainably produced? Or, what approaches and tools do I deploy to achieve number 8, “Economize…” ? Again, are there tools and approaches available that assure the we meet number 13, “ENABLE everybody to optimize their individual and group contribution?”
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The Gallup Organization has been publishing books on management and high performance organizations regularly for quite some time. The encouraging elements in all of them are that they are based on real data from real people about real work. I have recommended two earlier books from Gallup, Marcus Buckingham and Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently, 1st ed. (Simon & Schuster, 1999) and Marcus Buckingham and Donald O. Clifton, Now, Discover Your Strengths, 1st ed. (Free Press, 2001).
I recently read 12 The Elements of Great Managing by Rodd Wagner and James K. Harter (Gallup Press, New York 2006) another in this series. Don’t be deceived by the title, this book is really speaking from the perspective of how employees experience high-performance management. So a little translation is required to uncover the implied principles and practices of the 12 elements. Here are the twelve elements as presented in the introduction to the book[[1]] .
Yesterday I was scanning through the Tweets from my friend Bruce Peters and came across a reference to a blog posting by Bernadette Doyle, “Discern Your Strengths – Delegate The Rest“. Its always good to return to these complementary concepts – strengths and delegation (outsourcing), so I read on.
Ms. Doyle’s concatenation of “delegation” and “outsourcing” is a very productive idea. Delegation is normally seen to be a personal act by a manager. A manager delegates certain tasks or responsibilities to someone else in the organization. Outsourcing is most frequently the retention of a third party, external to the company, to perform a function or tasks. Setting these two side by side provides an interesting example of the overlap between the personal skills and attributes of the manager and the larger practice and processes of the organization.
Outsourcing functions is a key element of every business’s strategy. Richard Mammone, Rutgers University BEST Institute, has written a brief article, “Humility and the Successful Startup: Every skill required to form a business should be judged on make-or-buy grounds. If you don’t have it, outsource it”[[1]] .
Mammone’s argument is captured in capsule form here: “Every skill set required to form a startup should be subjected to a make-or-buy decision process. In other words, if you don’t have it, outsource it. Let me just stop here for a moment and mention that outsourcing is the strategic entrepreneur’s solution to most problems.”
Outsourcing is a great strategy. In fact, outsourcing is a fundamental component of every business strategy. Outsourcing decisions reflect the fundamental values of the organization.
A client told me a story today that illustrates a principle that every business owner or manager needs to embrace and act on.
Here is the story from the owner of a start up yoga studio in New York City.
A neighborhood person began to say negative things about the studio on Twitter. Challenges about the pricing being too high and a lack of community involvement in the new studio. A PR person working with the studio’s owner responded and engaged the disgruntled neighborhood person. This lead to the owner becoming engaged and an exchange of emails that clarified the concerns and the facts of what the studio was really doing. The neighborhood person also received feedback from others about the competitive pricing for yoga in NYC. All of this lead to an invitation from the owner for the neighborhood person to come by for tea and attend a Saturday evening potluck party at the studio.
A Revisit to David Allen’s Book, Getting Things Done: