1. Is Leadership Your Strength?

    November 14, 2010 by

    John Baldoni [1] an internationally recognised leadership consultant, coach, speaker, and author asks some probing questions concerning leadership:

    • Do people come to you with their problems? If people feel comfortable to raise issues with you then you have created an atmosphere of cooperation. It has been said that “if people are not coming to you with their problems, you have a problem”
    • Do people see you as one who deals with tough issues or one who avoids them? If you stand up for what needs doing and the people who do it, no matter how tough the situation, you are someone to follow. If you seek to avoid conflict, confrontation, or big problems, then leadership is not your strength.
    • Do people see you in the workplace? When you visit people in the workplace you honour them, and you also expose yourself to their working conditions, the problems they face, and the potential opportunities for development.
    • Do you learn from what you hear? Listening is a commitment to others. Open yourself to the ideas that you hear. Listen to both the problems and the opportunities.
    • Do people view me as one who takes the blame and shares the credit?  Alabama football coach Bear Bryant put it this way when he said:
    • "If anything goes bad, I did it. If anything goes semi-good, then we did it. If anything goes really good, then you did it. That's all it takes to get people to win football games."

    Leadership is really not about you. It is about how you put others into position where they can succeed. Leadership involves making decisions about what to do and why. Reflecting on your performance as a leader is in itself an act of leadership.

    [1] R11013 Baldoni, J., (2010), What Does the Organization Need Me to Do?, The Journal for Quality and Participation, Vol 33, Iss 1, pp 10-14, Association for Quality and Participation, Cincinnati

    Neil Crawford

    Members may read the full article which provides further advice about employee job satisfaction here

  2. Recognition Programme Shortcomings

    November 13, 2010 by

    Consultant John Schaefer [1] writes that studies show that there is often a big divergence between management’s appraisal of their organisation’s recognition programmes and actual employee satisfaction. The following five shortcomings will discourage employees:

    1. Having poor credibility; recognition programmes that don’t genuinely come from the heart, will be quickly be perceived by employees as being manipulative. Managers need to ensure that their interactions are genuine.
    2. Being disorganised; even when employees do appreciate the care offered by an organisation, a disjointed recognition and reward system can undo this good work. By integrating employee communications, training, recognition and performance systems, organisations will gain maximum advantage from their investments in people.
    3. Failing to link into strategy; recognition programmes should be linked into strategies which are based on an organisation’s core values and goals. This will help employees to understand how their performance directly effects the organisation.
    4. Having weak upper management support; strong, honest and consistent support is required from the top. Employees will detect any signs of insincerity, and this will undermine programmes.
    5. Having no follow up systems; programmes that are not integrated into the performance management culture of an organisation will rapidly lose momentum. Quality reporting systems and empowered teams for responding to information are critical for keeping programmes relevant and profitable.
    [1] R10695 Schaefer, J., (2009), The five biggest mistakes managers make in recognizing their employees, SuperVision, Vol 70, Iss 10, pp 19-20, National Research Bureau, Burlington

    Neil Crawford

    Members may read the full article which provides further advice about recognition schemeshere

  3. 10 Reasons Why Employees Quit

    November 12, 2010 by

    Dan Charney [1] managing partner of U.S. Direct Recruiters Inc. provides the following reasons why employees quit:

    1. The role was not what was expected; the actual job was not what was promised at the interview creating mistrust in the organisation.
    2. Work/life pressure; when organisations restructure employees may be called upon to take on work previously done by others leading to longer hours/weekend work. Employees may be forced to choose between their personal life and the job.
    3. Mismatch between person and job; managers may like a certain candidate but they are not qualified, or perhaps do not fit the organisation’s culture.
    4. Wage/promotion freezes; uncompetitive remuneration creates pressure for employees to look for better offers.
    5. Feeling undervalued; employees want to be recognized and praised for a job well done.
    6. Few decision-making opportunities; Employees appreciate being given latitude to do their jobs and to have trust placed in them.
    7. Minimal coaching and feedback; Giving and receiving honest feedback is essential for growth and building successful teams and organisations.
    8. Managers lacking people skills; managers should possess an ability to relate with and motivate employees.
    9. Minimal growth opportunities; lack of challenges, and poor potential for career growth, are common reasons that employees cite for leaving an organisation. It is therefore important to find ways of helping employees to develop new skills and responsibilities in their current positions.
    10. Loss of faith/confidence in leaders; when employees are not treated equitably and not rewarded as profits and workloads increase they will feel like leaving the organisation.

    [1] R10709 Charney, D., (2008), Top 10 Reasons Good Employees Quit, Material Handling Management, Vol 63, Iss 10, pp 48-49, Penton Business Media, Inc., New York

    Neil Crawford

    Members may read the full article which provides further advice about employee job satisfaction here

  4. The COER Perspective

    October 21, 2010 by

    This October, the Centre for Organisational Excellence Research (COER) has issued its periodical newsletter to inform readers of its research findings and initiatives in organisational excellence, benchmarking, and performance improvement.

    The first section includes research being undertaken to develop a “guide model” to help professionals select the right performance improvement programme, through the use of a simple step-by-step procedure.

    Whether you are looking to know the latest research in the field or you would like to know what are the latest must attend event or even book suggestions and reviews plus much more you will find it in COER newsletter

    The contents for the newsletter are listed below:

    1. A GUIDE Model for Selecting Improvement Initiatives to Achieve Organisational Excellence.
    2. The Role of Organisational and National Culture in Business Improvement Initiatives.
    3. What Are the Triggers for Business Excellence?
    4. PhD Opportunities in Best Practice and Business Excellence Research.
    5. Eighty-Six Countries with National Quality/Business Excellence Awards.
    6. The Impact of Business Excellence/Quality Awards: An International Study.
    7. Business Excellence Tools for Self-Assessment.
    8. Professionalising the Application of Benchmarking.
    9. What Will Benchmarking Be Like in 2030? The GBN Wants to Know Your Views.
    10. Finding Best Practices Faster…
    11. Read the Latest News.
    12. Customer Complaints Resolution, Succession Planning and Business Outsourcing.
    13. Benchmarking Support in the Middle East.
    14. BPIR.com Limited’s Growth Plans – Partner Search.
    15. “Must Attend” Events.
    16. Forthcoming Events.
    17. Past Conferences/Events
    18. Book Reviews
    19. Subscribe to COER News.

    You can download the newsletter from here 

  5. Beware of Benchmarking: Bad Data is Worse Than No Data


    By John Goodman, Vice Chairman and Cindy Grimm Vice President, TARP Worldwide

    Benchmarking has been popular for at least twenty years. However, if the wrong items are benchmarked or the result is inaccurate, bad data is actually worse then no data because it leads the organization to pursue the wrong goals, move in the wrong direction or at minimum, wastes resources.

    Examples of Bad Benchmarking

    There are some obvious examples of benchmarking errors but some are more subtle. While the following examples draw heavily from the customer contact environment, the lessons apply to all benchmarking.
    A company decided to focus on the best (lowest) metrics for average speed of answer (ASA) and talk time. It ended up devoting headcount to answering quickly but then rushing people off the phone. Further, the mechanistic responses resulted in incomplete answers, frustrated employees and higher turnover that caused even more demand to throw partially trained employees into the breech which resulted in even worse answers.
    Closer scrutiny of the data found that the companies that were benchmarked had less complex calls due to a different mix of products and a different approach to welcoming new customers.

    to read the full article click here