The Practical Leader

JUNE 12, 2019

Do managers talk about “their people?” ” Managers who see others as an “it” or property, might make perfect donors for heart transplants — their hearts have had such little use! This includes listening to, investing in, and actively managing the trends that are shaping today’s world.

Human Capital 67

Human Capital Management Benchmarking Mission Statement 67

HR Digest

NOVEMBER 27, 2023

The evaluation report is a compilation of feedback from managers, peers, and juniors. Image Credit – Freepik There are other feedback systems as well, such as the 180-degree and 270-degree feedback systems, which involve fewer categories of stakeholders, such as managers and peers, but not juniors.

360-Degree Feedback 110

360-Degree Feedback Company Peer Review Review 110

Strategy Driven

AUGUST 5, 2016

This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. Values, customs, beliefs, goals, objectives, benchmarking. Organizational purpose, vision, quality of life, ethics, long-term growth. Value-added leadership requires a senior team commitment. Philosophy.

Leadership 50

Leadership Benchmarking Learning-by-Doing Ethics 50

Rich Gee Group

NOVEMBER 15, 2010

Doing the same thing and expecting a different outcome is crazy — start benchmarking other successful behaviors and you’ll slowly become successful. Many people today are making big bucks again. Go find them and see what they are doing. This work by Rich Gee is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0

Licensing 318

Licensing Ethics Benchmarking Executive Coaching 318

Great Leadership By Dan

OCTOBER 8, 2015

Yet conventional silos, management practices and mindsets act as brakes on all of these. To build an agile organization requires a revolution in conventional management thinking and practice. This is shared leadership in action and works on the principle of “I own what I help to create”.

Agility 120

Agility Short-term Long-term Competitive Advantage 120

Chart Your Course

MAY 13, 2013

The results were part of the NACE’s 2012 Recruiting Benchmarks Survey. Some managers are good interviewers, some aren’t. What if you have an introvert interviewing candidates for a sales manager position; or an extrovert interviewing people for an analyst’s position? Some people interview well, some people do not.

Strategy 196

Strategy Succession Human Resources Benchmarking 196

N2Growth Blog

AUGUST 5, 2010

Rather they should benchmark their decisions against the question of “is it the right thing to do?” I don’t know about you, but it’s almost as if we have raised a generation of leaders who feel they have a moral and ethical obligation to be politically correct – WRONG. How sad is this? Are these extreme statements?

Politics 375

Politics Blog Leadership Diversity 375

N2Growth Blog

DECEMBER 16, 2023

Understanding the Concept of Governance Excellence Governance excellence refers to the strategic oversight conducted by a company’s board of directors that ensures ethical, sustainable, and profitable organizational operations. The strength of governance can be significantly amplified with the employment of a dedicated leadership team.

Compliance 235

Compliance Efficiency Ethics Metrics 235

N2Growth Blog

DECEMBER 5, 2010

In today’s post I’ll clearly explain the difference between vision and mission … As as a backdrop to answering today’s question, I want to share a simple organizational framework I developed several years ago to help executives gain a better understanding of leadership structure.

Blog 395

Blog Mission Statement Tactics Objective 395

Women on Business

JANUARY 17, 2011

Create a Benchmark Traditional direct marketing always uses a control piece as the benchmark, generally with an A/B split test. If so, How to Drive ROI on Direct Mail Guest post by Elizabeth Lombard, manager of postal carrier education, Pitney. Are they using email blasts, social networking, relationships with key bloggers?

Marketing 162

Marketing Press Release Direct Marketing Discount 162

Strategy Driven

JULY 6, 2018

This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. Culture and Mission : values, customs, beliefs, goals, objectives, benchmarking. Philosophy : purpose, vision, quality of life, ethics, long-term growth. Each rung on the ladder is important. Self Appointed.

Advice 57

Advice Strategy Company Bureaucracy 57

Strategy Driven

DECEMBER 4, 2015

It is an ongoing process of evaluation, planning, tactical actions and benchmarking accomplishments. Futurism is a continuum of thinking and reasoning skills, judicious activities, shared leadership and an accent upon ethics and quality. Futurism: ideas that inspire, manage and benchmark change. ” Yogi Berra.

Benchmarking 50

Benchmarking Crisis Management Rogers Tactics 50

Strategy Driven

DECEMBER 5, 2014

Every professional must embrace a set of ethics: Things for which each professional holds himself/herself accountable. Holds benchmarks for Continuous Quality Improvement. In the Chinese culture, every crisis is first recognized as a danger signal and always as an opportunity for overcoming obstacles. Realistically attainable goals.

Diversity 85

Diversity Budgeting Open-book Risk Management 85

Strategy Driven

DECEMBER 2, 2016

If you cannot take the dirtiest job in any company and do it yourself, then you will never become “management.” The management that takes steps to “fix themselves” rather than always projecting problems upon other people will have a successful organization. These are my concluding pieces of leadership advice.

Mentor 50

Mentor Learning-by-Doing Open-book Career 50

Harvard Business Review

SEPTEMBER 17, 2018

Companies usually manage bribery and corruption risk through a mix of internal processes, certification requirements, and basic good practices throughout their operations — including with suppliers and vendors. It covers bribery in all of its forms — direct and indirect, inbound and outbound.

Company 8

Company Compliance Ethics Globalization 8

Strategy Driven

FEBRUARY 6, 2015

Quality is not something that managers assign others to achieve. Rather than assume all is wrong or right with an organization and take a defensive posture, management must view quality as essential to their economic survival or growth. It is not enough for management to endorse quality programs; they must actively participate.

Quality 50

Quality Metrics Strategic Planning TQM 50

Leading with Trust

MARCH 20, 2022

Brock is a Channel Partner with The Ken Blanchard Companies, an executive leadership coach, servant leader, and a man of integrity. I’m sure you’ll enjoy his wisdom about the intersection of character, trust, and ethics. As the great ethicist Dr. Larry Axline said, “Moral values in action is ethics.”

Ethics 95

Ethics Servant Leader Execution Survey 95

Strategy Driven

MAY 4, 2012

It was he who encouraged your own leadership qualities, because your success ultimately honored him. Each entertainment niche may not be your ‘cup of tea,’ but relating to others will create common bonds and exhibits leadership. Be ethical. Progress is visioned, contextualized, seeded, benchmarked.

Mentor 83

Mentor Case Study Strategic Planning Learning-by-Doing 83

Harvard Business Review

APRIL 11, 2016

Ask these same managers after a launch whether they met their performance objectives, and too many will answer “not quite” or “not at all.” As the exhibit shows, managers in winning firms were significantly more likely to agree or strongly agree with the statements characterizing each ‘tude.

Globalization 8

Globalization Company Short-term Objective 8

Harvard Business Review

AUGUST 5, 2015

His administration followed up by instituting massive public sector scholarship programs; rigorous assessment practices focused on potential; extensive development and training, including exemplary rotations and milestone courses; and outstanding promotion, recognition, and salary benchmarking practices to match private employers.

GDP 8

GDP Porter Education Globalization 8

Strategy Driven

AUGUST 12, 2011

This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. These are managers, concerned with structure, hiring, control, work design, supervision and the effects of management decisions. Value-added leadership requires a senior team commitment. by Hank Moore.

Mentor 56

Mentor Strategic Planning Leadership Benchmarking 56

Miles Anthony Smith

JUNE 5, 2018

What is the number #1 characteristic of an employee/contract worker that hiring managers look for when hiring? What is the number #1 characteristic of an employee/contract worker that hiring managers look for when hiring? The #1 characteristic that I believe hiring managers seek in a candidate is flexibility. Initiative.

Career 74

Career Advice Succession Learning-by-Doing 74

Harvard Business Review

MARCH 3, 2015

Their deep-seated belief that others are mostly like them leads them to treat others as they would like to be treated themselves — an approach they take pride in as an enlightened and open-minded management approach. He was a highly ethical, performance-driven manager, and assumed everyone else was (or should be) too.

Rogers 8

Rogers Benchmarking Loyalty Learning-by-Doing 8

Strategy Driven

DECEMBER 7, 2012

Organizations get people caught in activity traps…unless managers periodically pull back and reassess in terms of goals. Managers lose sight of their employees’ goals. Goal attainment leads to ethical behavior. Most management subsystems succeed or fail according to the clarity of goals of the overall organization.

Strategic Planning 56

Strategic Planning Goal Planning Budgeting 56

Strategy Driven

OCTOBER 7, 2011

New year projections are the best time to benchmark progress and adjust sights for the coming term. Organizations get people caught in activity traps… unless managers periodically pull back and reassess in terms of goals. Managers lose sight of their employees’ goals. Goal attainment leads to ethical behavior.

Goal 50

Goal Strategic Planning Benchmarking Budgeting 50

Strategy Driven

FEBRUARY 3, 2012

Top management must endorse corporate imaging and other forms of practice development, if your company is to grow and prosper. Your key management team is dynamic, in terms of business issues. Benchmarks for measurement. Risk management team. Benchmarks for measurement. Ethics Statement. Strategic Plan.

Positioning 50

Positioning Company Strategic Planning Guidelines 50

Strategy Driven

JANUARY 6, 2012

Among the lessons which we learned from the Y2K Bug exercise were: When they want to do so, company leadership will provide sufficient resources to plan for the future, including crisis management and preparedness (of which computer glitches are one set of ‘what ifs.’). Crisis management. Missed Marks.

Planning 50

Planning Consultative Learning-by-Doing Cost 50

Strategy Driven

NOVEMBER 2, 2012

Are budgeting measures used to manage performance? Is the performance management system focused upon outcomes? Can the benchmarking information be accessed regularly? How well can management interpret and apply findings to the decision process? How do you handle crisis management and preparedness?

Strategic Planning 65

Strategic Planning Budgeting Planning Competitive Advantage 65

Strategy Driven

SEPTEMBER 6, 2013

There are three key ingredients in developing deep leadership roots. Who should be the arbitrator and benchmark? Long-term track record, unlike anything accomplished by any other individual… all contributing toward organizational philosophy, purpose, vision, quality of life, ethics, long-term growth. Core Values: Ethics.

Long-term 56

Long-term Budgeting Quality Consultative 56

Strategy Driven

APRIL 17, 2015

Every astute organization assesses the status of each branch on its Business Tree™ and orients its management and team members to meet constant changes and fluctuations. Managers, by default, see “band-aid surgery” as the only remedy for problems… but only when problems are so evident as to require action.

Self-aware 50

Self-aware System Learning-by-Doing Bottom-up 50

Strategy Driven

SEPTEMBER 2, 2011

Getting the funds that you need from tight fisted management is an ongoing process. Sell management-clients on acquiring more returns on their investments, not just on making further investments. Reduce management’s risk in doing business with you. Acquire an upper-management mindset. Cash outlays are always risks.

Budgeting 50

Budgeting Planning Strategic Planning Competitive Advantage 50

Strategy Driven

MARCH 4, 2011

Every astute organization assesses the status of each branch on its Business Tree TM and orients its management and team members to meet constant changes and fluctuations. Managers, by default, see ‘band-aid surgery’ as the only remedy for problems… but only when problems are so evident as to require action.

Bottom-up 58

Bottom-up System Learning-by-Doing Execution 58

Strategy Driven

DECEMBER 2, 2011

These pointers are offered to help manage time and resources. Inevitably, when high-level forums are organized, the juniors, mid-managers and self-marketers infiltrate and take over… which chases us away. Curiously, that charity has been clouded by public investigations of questionable ethics and dubious fund-raising practices.

Committee 51

Committee Learning-by-Doing Consultative Budgeting 51

Strategy Driven

MARCH 11, 2011

It was very ‘old school’ (a management style that was 40 years obsolete), though it pretended to be ‘new school.’ The company did more than 4,000 deals…most risky and without research, planning and benchmarking. Without Strategic Planning, there is no benchmarking of specific tactics. Accounting.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57