1. 7 mistakes good Managers NEVER make

    September 15, 2016 by ahmed


    Originally posted on UK Employee Experience Awards by Tamara Luzajic

    Finding good workforce is never easy. On the other hand, you can often hear managers complaining about their best employees leaving. Needless to say, having good people quit is very disruptive and incredibly costly.

    But once the employee has left, managers usually blame some external factors, while the real reason is left unsaid:

    People leave jobs because of bad management.

    There are a few things good managers never do. That is how they keep their best people loyal.

    1. They overwork people

    Nobody loves to feel burned out. Sure, once you realise your employees can do a lot of things, it is tempting to work them hard. But this is a trap!

    The truth is, overworking good employees makes them feel punished for being good at something. But, that can be changed with rewards and recognition. Raises and promotions are acceptable ways to increase workload.

    If you simply increase workload without changing a thing, your best and talented employees will look for another job that will give them what they deserve.

    2. They show no interest in their employees

    There is a reason why successful companies make sure their managers know how to balance being professional with simply being human.

    These managers empathise with the employees going through hard times. They challenge people. They celebrate their success.

    Managers who don’t genuinely care will always have high turnover rates. Good employees don’t like to work for bosses who only care about profit.

    3. They hire wrong people

    There is no way a hard-working employee will want to work with a slacker. Hiring bad people is one of the biggest demotivators because good employees want to work with the like-minded professionals.

    Promoting the wrong people is perhaps even worse. Being passed over for a promotion that is given to a slacker is more than wrong. It is an insult to every good employee.

    4. They don’t support creativity

    One of the best things about good employees is that they always look for new ways to improve everything. If you take that power from them because you like things the way they are now, you will make them hate their job.

    Supporting your best employees’ creativity is always a good idea.

    5. They are not developing people’s skills

    One of the things good managers always do is listening. They are constantly listening, giving feedback and paying attention to their employees’ behaviour.

    There is so much a manager can do with a good employee; from finding areas in which they can approve to directing their skills into the right direction, management truly has no end. But if you don’t do any of this, you will have a bunch of bored employees on your hands and the best ones leaving for something better.

    6. They don’t challenge employees

    Pushing people out of their comfort zones is what makes them succeed eventually.

    Good managers challenge their employees to accomplish goals that seemed impossible at first. Then, they do everything to help them achieve those goals.

    Talented employees can’t stand doing things that are too easy or boring because they know that they only way to develop their skills further is to do new tasks and set higher goals.

    7. They don’t support people pursue their passions

    Talented employees are passionate about things they love. When a good boss provides an opportunity for pursuing that passion, it improves their productivity.

    Unfortunately, so many managers are more likely to disapprove of this. They usually fear that if their employees pursue their passions, their productivity will decline.

    Many studies show that people who are able to pursue their passion at work experience flow, the almost euphoric state of mind that makes a person more productive.

  2. Benchmark Memo: September 2016

    September 10, 2016 by ahmed
    Greetings to our members,

    Read our Standard Benchmark Memo (for all members) or our SPRING Singapore Benchmark Memo (for members from Singapore) This month’s content includes:

    • Best Practice Events
    • BPIR News
    • Spotlight on Event – Benchmarking for Excellence Workshop, 29-30, Sept., Singapore
    • Best Practice Video: OCBC Bank: Our Benchmarking Approach
    • Best Practice Video: Strategic Focused Budgeting
    • 5th Global Benchmarking Award – Call for Entries
    • BPIR Tip of the Month: Expert Opinion
    • Featured Article: Keep stress down, productivity up
    • Saving a Million Lives through Best Practice Benchmarking

    Best Regards,

    Neil Crawford BPIR.com

  3. BPIR Newsletter: September 2016

    by ahmed


    Welcome to September’s edition of the BPIR Newsletter. sharing with you best practices, improvement tools, and events.

    Best Practice Events

    BPIR News

    • Best practice projects leading to transformational change in Dubai’s government operations and services….read more
    • COER News – Benchmarking and Business Excellence, August 2016….read more
    • How the Baldrige program supports Manufacturing Day 2016….read more
    • Your comfort zone may destroy the world….read more
    • Just doing nothing gets you nothing….read more
    • Seven fundamentals of a winning innovation team….read more
    • One Way to Carve Your Values- and Culture-in Stone….read more

    5th Global Benchmarking Award  – Call for Entries

    The Global Benchmarking Network (GBN) launched the Global Benchmarking Award in 2012 to recognise those organisations that had integrated benchmarking into their organisation’s strategy and processes in order to continuously learn and innovate.

    The winners have been Watson Real Estate (New Zealand) in 2012, Knowledge and Human Development Authority (United Arab Emirates) in 2013, OCBC Bank (Singapore) in 2014 and The Medical City, (Philippines) in 2015. For videos on these award winning organisations click here..

    The 5th Global Benchmarking Award will be held at the 10th International Benchmarking Conference, 8th December 2016, Nanjing, Jiangsu, China.

    The closing date for entries is the 30th September 2016, for more information about the award visit the official award website.

    BPIR Tip of the Month – Expert Opinion

    What you can do here? This growing collection stems, partly, from our monthly request specific Research services and represents valuable learning on a broad and growing range of subjects all of which are relevant to the implementation of particular tools, techniques, or approaches to management or improvement.

    Articles and reports are hand-picked to help ensure that valuable insights and learning can be transferred.

    Click here to see a video clip on how to do it.

    Featured Publications

    BPIR provides full access to over 170 excellent business publications providing, in total, over 1,000,000 articles and reports. The cost of subscribing to any of these would cover your BPIR membership while allowing you to read, search, and print from 790 top publications! Here are a few of the titles from the “Health / Hospitals / Medicine” category (one of 23 categories):
    – Health Progress
    – Healthcare Executive
    – Community Practitioner
    – Journal of Healthcare Management
    – American Journal of Law and Medicine
    – Frontiers of Health Services Management

    Saving a Million Lives through Best Practice Benchmarking

    The Medical City (TMC), a health care complex based in the Philippines, won awarded the 2015 Global Benchmarking Network’s (GBN) Global Benchmarking Award. Leaders had institutionalised Benchmarking Global Best Practices by integrating the methodology in its strategic/operational planning sessions, and continuous quality improvement and innovation initiatives. Best Practice Benchmarking was used to search for best solutions by studying organisations that were high performers, focussed on Customer Satisfaction, Internal Business Process and Learning and Growth, such as Mayo Clinic, Johns Hopkins, Harvard Medical Centre etc. TMC adapted best-in-class processes used in Healthcare and by globally excellent companies such as Disney Institute, Shangri-la Hotels, and the Malcolm Baldrige-awarded IBM Rochester. Projects benchmarked included Clinical Outcomes related projects on Infection Control, Patient Satisfaction Measurement Process, Lean Six Sigma project on Reduction of Turn-Around Time and Organizational Excellence an so on. As a result, TMC won several awards related to hospital infection control, patient safety and other quality improvement projects. TMC was recognised as a benchmark and a role model in the Philippines and Asia.

    Remember to
    Regularly check out the bpir.com for benchmarks, best practices and business excellence. We know you will find valuable knowledge and we always welcome your feedback, so if you have time, please email any comments about our services to feedback@bpir.com.
    If you are currently not a member of the BPIR, or wish to upgrade your membership then please review our membership offerings at JOIN NOW. you won’t be disappointed.

    Neil Crawford
    General Manager
    BPIR.com Ltd Business Performance Improvement Resource (BPIR)
    Centre for Organisational Excellence Research (COER)
    “To know the road ahead, ask those coming back” – Chinese Proverb Note: this newsletter has been sent to you because you have subscribed to it or to the BPIR.com or one of its partner resources or we believe you wish to be on the list for other reasons. Should you wish to unsubscribe please click here or email contacts@bpir.com.

  4. Eight powerful ways to generate great ideas

    by ahmed


    Originally posted on Innovation Resource by Robert B. Tucker

    For most of my professional life, I’ve studied the creative habits of highly successful innovators and the organizations they lead. Turns out there’s wide variance in how these individuals achieve greatness. A common trait emerges in how they approach idea generation. Virtually every one of them at some point devised a conscious process to stimulate the input, throughput and output of ideas on a constant basis. They use a series of routines, habits, and techniques to keep their “idea factories” operating at peak performance levels day in and day out.

    Check out their methods below to generate a breakthrough process of your own:

    1. Identify what gets your creative juices flowing. As an innovation speaker and coach, I’m in front of clients and audiences on a weekly basis. I use these occasions to do quick surveys, and whenever possible in-depth interviews to supplement the more quantitative research we also do. For example: my recent research indicates that the typical manager today needs three to four times as many ideas as did their counterpart a decade ago. Another finding: fifteen to twenty percent of us hatch our best ideas in the middle of the night. For others, taking a shower or driving is another frequent idea-stimulant. Suggestion: If there’s a time of day when you do your best thinking, plan for it. Make it part of your routine. If there’s a particular spot in your home or office that gets your creative juices flowing —be it the kitchen table or the bathtub or an obscure conference room– set aside time to sit quietly in that space, alone and free of noise and distraction.

    2. Inspect your idea factory frequently. What does your “things to do” list reveal about the types of ideas you’re working on just now? Are most of them tactical– pick up the dry cleaning, process the payroll, do the budget, etc. — or are there also some big picture ideas on your radar as well? If your big ideas list is nonexistent, it may be time to identify larger goals and projects. How about your “bucket list” – places you want to see before you “kick the bucket.” And goals for where you want to be one year, three years, and ten years out. Suggestion: start paying closer attention to all your ideas, regardless of category. And regularly inspect, prioritize, sort, eliminate and retool your idea productivity.

    3. Download ideas the moment they occur. Silicon Valley marketing guru Regis McKenna told me about his personal process for generating ideas. Whether attending board meetings, relaxing with his family, or conversing with colleagues, he takes along a moleskin idea notebook and jots down ideas as they occur. “You’re sitting there in that meeting, and something is said that relates to something else you’re working on, and boom – you get an idea. I’m always in this mode of looking for better ways of doing things.” Innovators like McKenna are always alert – always ready to capture ideas. They pounce. They’re like vacuum cleaners. Suggestion: If you ever find yourself muttering: “I don’t need to write down that idea, I’ll remember it” take stock. It could indicate you’re not serious about taking action. Innovators know that ideation (coming up with ideas) without implementation is mere hallucination. The human mind is a great mechanism for hatching ideas. But it’s a lousy place for storing them. Download immediately.

    4. Study the personal best practices of the innovators around you. Eleanor Roosevelt once commented that “small minds talk about people, and average minds talk about events. Great minds discuss ideas.” If you’re lucky to have even one person in your life that loves to discuss ideas, you are blessed. Because the greats know that the people in our lives can often be the catalysts to think bigger. There’s got to be humility mixed with courage and persistence. Wayne Silby, founder of Thee Calvert Group, and originator of the financial services industry’s first social investment fund, once told me: “I spend a lot of my time making sure people recognize that I come up with ideas, that some of them are good. And most of them are bad. What we have to do together as a management team is to sort out the good ones from the bad ones.”

    5. Manage your mental environment. Harvard professor Teresa Amabile is famous for her studies of creativity in the workplace. Her research shows that people are most likely to have new ideas on days when they feel happy, and that emotional upset is a creativity killer. “Of all the events that engage people at work,” reports Amabile, “the single most important driver by far is not bonuses or rewards, but simply feelings that ‘I’m making progress’ in the projects I’m working on.” When we’re around negative people, or dealing with situations fraught with negative emotion, creativity is blocked. So take charge of your creative environment. Avoid negative people as much as possible, or meet with them later in the day. Regroup from such encounters and make an effort to be with people in your life that stimulate your Opportunity Mindset.

    6. Pay attention to the happy accidents in your life. One way to hatch brilliant ideas is simply to pay more attention to serendipitous events in your life. When researcher Jeannette Garcia made a mixing error in her IBM lab in San Jose, California, she returned to find a hard white plastic that has incredible new properties. Garcia had inadvertently discovered a new family of advanced materials. These polymers are light and strong and can be easily reformed to make products recyclable, so they have great commercial promise. A surprisingly large number of inventions are the result of “happy accidents” including: Velcro, Nutrasweet, Viagra, Scotchgaard, FedEx, Silly Putty, and many others. What about the happy accidents in your life? For example: You chat with an Uber driver about a project you’re working on, and voila, the conversation shifts your perspective. You happen upon data that shows surprisingly strong sales of a particular product your company sells: that too is a happy accident. But if we’re not paying attention and open to new possibilities, we can get so busy working our “things to do today” lists that we overlook the serendipitous opportunities.

    7. Look for ideas by wandering around, asking questions. In the mid-1980s, I interviewed the legendary Bill Gore, founder of W.L. Gore and Associates, and consistently one of the most innovative companies in the world. Bill told me about his favorite method of generating ideas. “I walk through the plant and I see a piece of equipment that’s being built in the shop,” Gore explained. “I inquire about how it’s designed. And I scratch my head and say, ‘You know, it would be so much easier, so much better if it could be done this way instead of that way. Why don’t we do it that way?’” Gore’s habit of “managing by walking around” and asking questions might seem heavy-handed. But his team loved him for it. He took an interest in their work and wasn’t afraid to challenge their approach.

    8. Take a Doug Day. Doug Greene was the founder of New Hope Natural Media, a pioneer in the natural and organic foods industry and one of the fastest growing companies in America. Here’s how Doug described his favorite method of generating ideas to me in an interview: “Once a month I schedule what I refer to as a Doug Day. I create a block of time where I have absolutely nothing to do: no appointments. I’ll go to a different environment. I’ll sit and draw or whatever my first instincts are to do. I think about my team. I think about my level of passion and what’s going on with my energy level. I think about opportunities. And I have to say that if I hadn’t taken those Doug Days since I started the company, I wouldn’t have had nearly the success that we’ve enjoyed, and I wouldn’t have had the quality of life.” Imagine how refreshed and rejuvenated you would feel, and how many ideas you might come up with, if you allowed yourself to take a Doug Day.

  5. Best practice projects leading to transformational change in Dubai’s government operations and services

    September 4, 2016 by ahmed

    1st progress sharing day

    It is one year since the Dubai Government Excellence Programme (DGEP) launched the “Dubai We Learn – Knowledge Sharing and Innovation Initiative” for government entities in Dubai. This ambitious programme consists of a range of knowledge sharing and organisational learning activities designed to fast-track organisational improvement and stimulate innovation. A key part of this initiative has been the mentoring of benchmarking projects by DGEP’s partner the Centre for Organisational Excellence Research, New Zealand.

    The first wave of benchmarking projects will come to an end on the 5 October 2016 when 13 project teams give a presentation and submit a benchmarking report to share their project results. Project teams have been using the TRADE Best Practice Benchmarking Methodology – a rigorous step by step approach that involves searching for and implementing leading edge practices that will help the Dubai government become one of the best in the world. Some project teams have travelled internationally to find best practices whilst others have learnt from other government entities and the private sector in Dubai. The TRADE methodology is shown below and a video, provided by Dubai Municipality, highlighting its benefits can be watched at https://www.youtube.com/watch?v=yCXh72KP_Co


    The projects will be assessed by an expert panel consisting of Dr Robin Mann, Founder of TRADE, Centre for Organisational Excellence Research, Massey University, New Zealand, Professor Dotun Adebanjo, University of Greenwich, London and Arndt Husar, Deputy Director, United Nations Development Programme (UNDP), Global Centre for Public Service Excellence, Singapore. Recognition will be given at TRADE Benchmarking Certification levels using a 7 star system as shown below.

    Assessment gradesCertificate awarded
    7 Stars ★ ★ ★ ★ ★ ★ ★TRADE Benchmarking Proficiency Certificate with Commendation
    5 to 6 Stars ★ ★ ★ ★ ★ ★TRADE Benchmarking Proficiency Certificate with Commendation
    3 to 4 Stars ★ ★ ★ ★TRADE Benchmarking Proficiency Certificate
    1 to 2 Stars ★ ★Incomplete


    A summary of the 13 projects is presented below:

    Government EntityProject titleAim of the project
    Dubai Corporation for Ambulance ServicesDevelopment of Emirati Paramedic’s LeadersTo identify and implement best practices in Paramedic training and practices to reduce patient mortality/morbidity rates, increase recovery rates, and reduce the reliance on hospital intervention by 2020.
    Dubai CourtsPersonal Status Smart Certifications ServicesTo transform Personal Status Certification issuing services (such as civil transactions like marriage and divorce) from traditional counter services to smart services (providing an integrated technology based solution) whilst achieving superior levels of customer satisfaction.
    Dubai CultureDeveloping National Human Resources for MuseumsTo provide the growing sector of museums in Dubai, with professional human resources in the different fields of museology and to improve the current performance of National human resources to world class standards.
    Dubai Electricity & Water AuthorityShams Dubai Initiative – Increasing customer awareness and engagementTo increase customer awareness and engagement with Shams Dubai initiative, improve marketing efforts, build effective conversations, create brand advocates and increase Dubai based customer uptake of solar projects.
    Dubai Land DepartmentTowards Happy employeesTo identify and implement best practices that result in world-class employee happiness levels with a particular emphasis in reducing employee turnover and increasing employee engagement.
    Dubai MunicipalityImproving Purchase Procedures and ChannelsTo identify and implement best practices in purchasing to increase purchase requisitions processed within a target of 20 days from 74% to 85% with an emphasis on increasing “bids awarded in time”.
    Dubai PoliceIntegrated Knowledge ManagementTo move the concept of Knowledge-dissemination into a constant and comprehensive practice according to clearly defined metrics.
    Dubai Statistics Center (DSC)Innovative StatisticsTo identify best practices in Innovation to enable DSC to develop and implement a strategy for innovation to improve its process and services.
    General Directorate of Residency & Foreigners Affairs DubaiDeveloping a World-Class Customer Service Design ProcessTo develop and pilot a world-class customer service design process that is rapid, inclusive of all stakeholder needs, and delivers customer delight.  (The customer service design process is required for services such as issuing/renewing Visas, Passports, Residencies; monitoring and reaching departing travellers)
    Knowledge & Human Development AuthorityPeople HappinessTo identify and implement best practices related to people happiness to increase their happiness, work-life balance and well-being. (KHDA are currently in the top 15% of organisations for employee happiness based on an independent international measure)
    Mohamed Bin Rashid Enterprise for HousingImproving Customer ExperienceTo reduce the number of service counter visits by customers at MRHE by providing attractive alternative methods to serve customers (such as through Smart Applications, Smart Channels) and reducing the need for repeat visits.
    Public ProsecutionJudicial Knowledge ManagementTo identify and implement best practices in the transfer of Judicial Knowledge to all prosecutors, relevant staff and stakeholders.
    Road and Transport AuthorityRTA’s Knowledge Repository GatewayTo identify and implement best practices in Knowledge Management and how to encourage knowledge sharing among related stakeholders; employees, partners in addition to vendors and suppliers that will enhance /enrich the organization memory and learning process.

    Videos on each teams’ project will be released shortly after the 5 October for the benefit of the whole of Dubai’s government. These videos will be hosted on Dubai We Learn’s best practice resource, http://www.dgep.bpir.com/, which is available for use by all 37 government entities.

    Due to the tremendous success of this initiative a 2nd wave of benchmarking projects will start in early January 2017. If your government entity is interested in joining the 2nd wave of projects please contact Dr. Zeyad Mohammad El Kahlout, Quality and Excellence Advisor, Dubai Government Excellence Program, The General Secretariat of the Executive Council of Dubai, Zeyad.ElKahlout@tec.gov.ae.