Ringing Doorbells Without Howitzers

Written by Brent Filson

Continued from page 1

Action: Institute comprehensive strategies, processes, and measurements that focus on having employees be ardently committed to getting continuous cost reductions, and those reductions will far outpacerepparttar ones achieved through re-engineering. Productivity: Clearly, productivity isn't about doing things simply faster but also better. To speed up and be more productive, employees must slow down, reconsider their situation, reevaluate their education and training, then take new action. Only employees who have a strong emotional commitment to their jobs do well in that sequence of actions.

Lesson: Fifteen minutes before shift change, a machine starts to break down. The motivated operator will stay with that machine until its fixed or he will at least get a repair process under way. Onrepparttar 119475 other hand,repparttar 119476 less-than-motivated operator will punch out and letrepparttar 119477 next shift operator take care ofrepparttar 119478 problem. Incidents like these are common and cost countless billions of dollars in lost productivity.

Action: Develop operational systems that are woven intorepparttar 119479 very driving force of productivity:repparttar 119480 heartfelt convictions ofrepparttar 119481 rank-and-file.

Efficiency: Businesses cannot compete well simply by selling what they make. Instead, they have to make what they sell. Which means that operations must be closely connected torepparttar 119482 sell,repparttar 119483 customer. And because customer needs change rapidly, operations must change with them or risk making inefficiency an institution.

Lesson: Efficiency begins in one place: with small-unit leadership,repparttar 119484 leadership ofrepparttar 119485 supervisors and front-line managers. In trying to realize operating efficiencies, top leaders often get jammed up in small-unit leader meat-grinders. Top leaders can usually persuade their direct reports to participate inrepparttar 119486 changes needed to make efficiencies happen.

However,repparttar 119487 far more important task is to persuaderepparttar 119488 small-unit leaders to champion those changes. Small-unit leaders, who don't buy-in, can and will make mincemeat of any operational program.

Action: Get small-unit leaders to champion your changes atrepparttar 119489 beginning ofrepparttar 119490 change process to insure that those changes take root.

In summary: When driving cost-reductions, productivity and efficiency, avoidrepparttar 119491 re-engineering reflex of ringing doorbells by rolling up cannons. Instead, roll out simple, precise strategies tied torepparttar 119492 heartfelt needs of skilled employees then let them getrepparttar 119493 big results.

============================= 2005 The Filson Leadership Group, Inc. All rights reserved. =============================

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has worked with thousands of leaders worldwide during the past 20 years helping them achieve sizable increases in hard, measured results. Sign up for his free leadership e-zine and get a free guide, "49 Ways To Turn Action Into Results," at www.actionleadership.com

Creating Unlimited Belief for Success!

Written by Richard Gorham

Continued from page 1

On one hand:

Positive Beliefs Positive Feelings Actions Positive Results

And onrepparttar other hand:

Limiting Beliefs Negative Feelings Inaction Negative Results

So based onrepparttar 119474 preceding, it's obvious which hand offersrepparttar 119475 most value - correct?

Step Four - CHOOSE a path together!

Obviously, if an employee is unwilling to work to overcome conceptual barriers, then you should agree that a sales position is notrepparttar 119476 right fit.

You should either find a more suitable role forrepparttar 119477 person, or part ways so he/she may pursue a more rewarding opportunity somewhere else.

Let's assume however thatrepparttar 119478 employee seeks to overcome their conceptual barriers and is willing to take ownership of their plan for improvement.

Asrepparttar 119479 leader, you have an important role to play in your employee overcoming their limiting beliefs. You are responsible for supportingrepparttar 119480 employee in three key areas. Once again, they are:

- TEACH - lead by example, reinforce positive actions and behaviors

- COACH - help to improve technique, debrief progress, track results, ensure employee stays on task

- EXPECT - inspect what you expect, hold yourself and your employee accountable for continued improvement and increased results.

In conclusion, ask yourselfrepparttar 119481 following question.

Can you name one person who is a top performer that:

- believed he wouldn't be successful? - feels she shouldn't be successful? - does not takerepparttar 119482 actions necessary for her to become successful?

The answer to each question? "Of course not!" Right?

So by default we must agree that in order for anyone to be successful, he/she must understand what is holding him or her back.

Then, she must be willing to work to overcome obstacles, and choose to proactively follow a corrective action plan.

Finally, he must "execute"repparttar 119483 plan.

Through this process he will build new beliefs that will enable him to discard that old and tired, limiting belief.

Richard Gorham is the founder and President of Leadership-Tools, Inc. His web site, http://www.leadership-tools.com is dedicated to providing free tools and resources for today's aspiring leaders. Offering high-quality tools in the areas of Business Planning, Leadership Development, Customer Service, Sales Management and Team Building.

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