Front Line Heroes: How to Battle the Business Tsunami by Developing Performance Oriented Cultures by Bruce Hodes is going to be available so soon! Read the back cover below.
It is possible to develop and grow powerful organizations in challenging times—it just takes courage, determination, and actionable techniques that work. In Front Line Heroes, Bruce Hodes offers executives and business leaders advice culled from 30 years of coaching privately held companies ranging from $5 million to $100 million in size. With humor, real-world examples, and step-by-step guides, the book explains:
• How to make mission, values, and BHAGS relevant to daily organizational life
• 7 essential rules for effective strategic planning
• How to transform groups into high-performance teams
• 4 organizational enigmas and the missing link that solves them
• How to eliminate mediocrity from employee performance—for good
If you are ready to stop playing victim to the times, Front Line Heroes will arm you with the tools you need to achieve sustainable business growth.
For more information visit our website here.
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Showing posts with label organization. Show all posts
Showing posts with label organization. Show all posts
Tuesday, January 31, 2012
Tuesday, January 24, 2012
Enigma #4
How do you make the core values of the organization relevant to day-to-day employee behavior? The core values often sound great. They are lofty and inspirational. The leadership team typically feels exhilarated at their creation. However, then comes a failure of performance. The values somehow do not make the difference they were designed to make.
As improbable as this sound for most employees within organizations, core values are seldom relevant. They are not accessible or usable. (Read more about this phenomenon in “Posters, Plaques, Horse Manure, and Resignation.”) Regarding coaching for useful behavior, there is no real solid footing except the manager’s point of view, and this can be a problem. Managers and employees need a place they can stand that will guide their behavior and attitude in working with others. Managers and team leaders need a view and convictions from which they can coach attitude and behaviors. When properly positioned, the organizational core values can do this. They can provide a template from which employee behavior can be measured and viewed. But, alas the issue is how do we get to that point? Therein lays Enigma #4.
To learn more about aligning core values, click here.
As improbable as this sound for most employees within organizations, core values are seldom relevant. They are not accessible or usable. (Read more about this phenomenon in “Posters, Plaques, Horse Manure, and Resignation.”) Regarding coaching for useful behavior, there is no real solid footing except the manager’s point of view, and this can be a problem. Managers and employees need a place they can stand that will guide their behavior and attitude in working with others. Managers and team leaders need a view and convictions from which they can coach attitude and behaviors. When properly positioned, the organizational core values can do this. They can provide a template from which employee behavior can be measured and viewed. But, alas the issue is how do we get to that point? Therein lays Enigma #4.
To learn more about aligning core values, click here.
Tuesday, November 8, 2011
The Sixth Rule of Planning
El fantastico numero sies is that the planning group has to be able to actually work and create together. For good productive work to be done, there can be no pretense here. The group has to be able to implement the plan. They have to perform together.
This has to be much more than “plays well in the sandbox” kind of behavior. The planning group needs to be creative, generative and able to move quickly to implement change. They have got to be collaborators, problem solvers and be change agents within their organization.
Implementation is the key to planning success. This is not about producing a document that is pretty and will sit on a shelf. This is about implementing actions and activities that will steer the company in a healthy and profitable direction.
Committed action is key to the success of the planning endeavor. Part of the process is to focus the leadership team on becoming a high performance team. This is done by experiential exercises and measuring for high performance team behavior.
A company running with a high-performance team has many advantages over its competition. I have a particular client in mind. This company has done a remarkable job of growing in very challenging business conditions. I have seen them change marketplaces and customers.
Recently, this company had growth at 60% and they continue to hire and retain great people. Part of how they have done this is by having a fun committee and by paying attention to whether or not their people enjoy their work and being at the company.
There is trust in this planning team. People can speak their minds. This communication is taken as straight communication about the business and not taken personally. They are playing a business game of growing a great company. This team is not engaged in petty issues, nor are they interested in who gets along with and agrees with whom.
Their corporate culture is not a smelly, gossipy political environment. This type of focus gives their leadership team a great advantage when competing against other business leadership teams that are rife with gossip, mistrust and miscommunication.
For more information about CMI's planning process visit our website: www.cmiteamwork.com
This has to be much more than “plays well in the sandbox” kind of behavior. The planning group needs to be creative, generative and able to move quickly to implement change. They have got to be collaborators, problem solvers and be change agents within their organization.
Implementation is the key to planning success. This is not about producing a document that is pretty and will sit on a shelf. This is about implementing actions and activities that will steer the company in a healthy and profitable direction.
Committed action is key to the success of the planning endeavor. Part of the process is to focus the leadership team on becoming a high performance team. This is done by experiential exercises and measuring for high performance team behavior.
A company running with a high-performance team has many advantages over its competition. I have a particular client in mind. This company has done a remarkable job of growing in very challenging business conditions. I have seen them change marketplaces and customers.
Recently, this company had growth at 60% and they continue to hire and retain great people. Part of how they have done this is by having a fun committee and by paying attention to whether or not their people enjoy their work and being at the company.
There is trust in this planning team. People can speak their minds. This communication is taken as straight communication about the business and not taken personally. They are playing a business game of growing a great company. This team is not engaged in petty issues, nor are they interested in who gets along with and agrees with whom.
Their corporate culture is not a smelly, gossipy political environment. This type of focus gives their leadership team a great advantage when competing against other business leadership teams that are rife with gossip, mistrust and miscommunication.
For more information about CMI's planning process visit our website: www.cmiteamwork.com
Tuesday, November 1, 2011
The fifth rule of planning
The incredible rule number five is facing the brutal facts that confront your company. This is a distinction that is given to us by Jim Collins in his book Good to Great. It means honestly confront the issues that confront your organization and truly dealing with them. Do not deny them or sugar coat them. Deal with them in an intelligent way.
Your planning team can do this by defining critical issues facing the growth of the company. These are issues that will be, or presently are, confronting the company.
“Examples puleeeees!” you demand. Coming right up.
Typically these types of critical issues are addressed through the writing of a white paper. “What is that?” you ask. “Good question!” I respond and if you had not brought it up I simply could not have continued to write this book, so thanks for the question.
A white paper is a three- to five-page paper that addresses the critical issue. It is written between planning sessions by the members of the leadership group that are best suited to address the problem. This group can also have members outside of the planning team who have useful knowledge and thinking to contribute .
The paper should deal directly with the issues. It is, with research and analysis, the “answer” submitted by the group. The entire planning team will read the paper prior to the subsequent session and then debate it during the session. Problem solving ensues. Everyone is invited to bring their feedback, questions and concerns to the next session. This is where the critical issues are dealt with and a direction is hammered out.
Your planning team can do this by defining critical issues facing the growth of the company. These are issues that will be, or presently are, confronting the company.
“Examples puleeeees!” you demand. Coming right up.
- How is the organization going to transition from our old CD-ROM technology to the new “streaming” technology? How are we going to fund this transition?
- What new products are we bringing out in the next year?
- How are we going to grow 20% per year for the next three years?
- What improvement do we need to make in the plant for us to reduce costs by 10%?
Typically these types of critical issues are addressed through the writing of a white paper. “What is that?” you ask. “Good question!” I respond and if you had not brought it up I simply could not have continued to write this book, so thanks for the question.
A white paper is a three- to five-page paper that addresses the critical issue. It is written between planning sessions by the members of the leadership group that are best suited to address the problem. This group can also have members outside of the planning team who have useful knowledge and thinking to contribute .
The paper should deal directly with the issues. It is, with research and analysis, the “answer” submitted by the group. The entire planning team will read the paper prior to the subsequent session and then debate it during the session. Problem solving ensues. Everyone is invited to bring their feedback, questions and concerns to the next session. This is where the critical issues are dealt with and a direction is hammered out.
For more information about CMI visit our website: www.cmiteamwork.com
Tuesday, May 24, 2011
The Coach's Handbook VII - Facing the Future
Managing and coaching are different systems of human interaction. Both are necessary for
successful organizational life. In managing, one tends to make decisions based on established
directions, emphasizing knowledge and reason supported by intuition and acting in the present
based on the past.
In coaching, one needs to make decisions based on an envisioned future. A coach emphasizes
intuition supported by reason, belief and commitment in others, and acting toward the future
based on the present.
Coaching as a predominant style is a new development because of the changes and pressures
which are overwhelming business. It will be a prominent management style in the future.
successful organizational life. In managing, one tends to make decisions based on established
directions, emphasizing knowledge and reason supported by intuition and acting in the present
based on the past.
In coaching, one needs to make decisions based on an envisioned future. A coach emphasizes
intuition supported by reason, belief and commitment in others, and acting toward the future
based on the present.
Coaching as a predominant style is a new development because of the changes and pressures
which are overwhelming business. It will be a prominent management style in the future.
Managers and team leaders who are going to be successful need to invest themselves in this
system and become extraordinarily proficient at it.
Read more of my writing at: http://www.cmibusinessplanning.com/news.html
system and become extraordinarily proficient at it.
Read more of my writing at: http://www.cmibusinessplanning.com/news.html
Tuesday, May 17, 2011
The Coach's Handbook Part VI - Extraordinary Coaching
Extraordinary coaching is brought about by fusing the uniquely human characteristics mentioned
above. An extraordinary coach will be one who truly measures his/her performance by the
performance of the employees (the players). This approach will yield superior results.
The following are questions to ask yourself to see if you are an extraordinary coach.
above. An extraordinary coach will be one who truly measures his/her performance by the
performance of the employees (the players). This approach will yield superior results.
The following are questions to ask yourself to see if you are an extraordinary coach.
- Would people around you say that your team gets extraordinary results (enables the production of results beyond business as usual)?
- Is there evidence that you are someone who develops great players? By a “great player,” we mean people who are able to make things happen far beyond what one might expect given history and past predictions of your organization?
- Do you consistently demonstrate the ability to bring the capabilities and possibilities of coworkers to a more advance or effective state? The coach does this with whomever he or she interfaces with, either directly or indirectly, in the organization. The coach develops people in a 360 degree circle—above, below and laterally within the organization.
- Do your commitments and sphere of influence go beyond traditional business channels and relationships? The coach does not get entrapped by his or her position in the organization. This person uses influence and coaching to move the ball wherever he or she moves within the organization.
- Are you a person who presents yourself for coaching? Are you coachable?
- Do you take on projects that require self-development?
Your answers should give you a sense of whether or not you are coaching. Be tough on yourself
and differentiate between your coaching activities and management activities. All too often, we
find executives claiming to coach, but really managing.
and differentiate between your coaching activities and management activities. All too often, we
find executives claiming to coach, but really managing.
Next week - my final post in this series: Facing the Future
Read more of my writing at: http://www.cmibusinessplanning.com/news.html
Read more of my writing at: http://www.cmibusinessplanning.com/news.html
Tuesday, May 3, 2011
The Coach's Handbook Part V - Beliefs of a Developmental Coach
Here is a chart that contrasts coaching beliefs with managerial assumptions. This will give you
greater a sense of the difference between a control-oriented management system and a
commitment-oriented coaching system.
Next week - Coaching is an Art, not a Science
greater a sense of the difference between a control-oriented management system and a
commitment-oriented coaching system.
Next week - Coaching is an Art, not a Science
Tuesday, April 26, 2011
The Coach's Handbook Part IV - Rethinking Managerial Practices
Who determines the fate of our organizations and corporations? If one believes in the notion of
rugged individualism and a “can do” spirit (these and other individualistic values are deeply
appreciated in our culture), one would say that CEO’s, presidents, and managers are responsible
for whatever happens. However, as the world in which we live becomes more complex, a new
perspective is needed.
The buy-in of groups of people, not individuals, will be essential to moving ahead in business.
From this vantage point, one can see that the followers determine the fate of leaders. There is
example after example in which the fate and/or success of the enterprise is related to what the
people who are on the field decide to do.
In our culture, we have a tendency to be fixated on the leader/manager as if he or she will be the
sole ingredient in the outcome. The truth is that the success or failure of our businesses is already
in the hands of the people who work there. We just don’t acknowledge it.
The rethinking which we are suggesting is that top managers shift attention off themselves and see
their jobs as one of developing the players. Employees also have to rethink their roles. It is very
easy to see oneself as just a cog in the wheel—just following orders. It is different to consider
yourself as a major determinant of where the business is going to go.
When an employee sees oneself as a crucial player, a partnership with management can be
established in which they view each other as resources playing a common game with a common
goal. With this point of view, partnership, innovation and velocity can occur on the field.
Looking at the sports model, a good coach is one whose players (employees) are clearly more
skilled at playing their positions than the coach (manager) is. The coach is hired by the players and
used by them to enhance their ability to do a good job, because they have invested themselves in
the game and in doing well. A useful coach stands for excellence and attracts people who want to
be excellent.
Translate this to business life and the focus shifts to the employees and their ability be effective in
their jobs throughout the company. The managers are there to empower and enroll employees in
being effective. This is radically different from telling people what to do.
In the coach/player inverted pyramid model, there is an element of “game.” People participate
because they want to play and they enjoy it. When people are at work because they want to be,
and are doing what they want to be doing, coaching becomes useful. Victims and victimizers are
not truly coachable or able to coach powerfully.
Next week: The beliefs of a developmental coach
rugged individualism and a “can do” spirit (these and other individualistic values are deeply
appreciated in our culture), one would say that CEO’s, presidents, and managers are responsible
for whatever happens. However, as the world in which we live becomes more complex, a new
perspective is needed.
The buy-in of groups of people, not individuals, will be essential to moving ahead in business.
From this vantage point, one can see that the followers determine the fate of leaders. There is
example after example in which the fate and/or success of the enterprise is related to what the
people who are on the field decide to do.
In our culture, we have a tendency to be fixated on the leader/manager as if he or she will be the
sole ingredient in the outcome. The truth is that the success or failure of our businesses is already
in the hands of the people who work there. We just don’t acknowledge it.
The rethinking which we are suggesting is that top managers shift attention off themselves and see
their jobs as one of developing the players. Employees also have to rethink their roles. It is very
easy to see oneself as just a cog in the wheel—just following orders. It is different to consider
yourself as a major determinant of where the business is going to go.
When an employee sees oneself as a crucial player, a partnership with management can be
established in which they view each other as resources playing a common game with a common
goal. With this point of view, partnership, innovation and velocity can occur on the field.
Looking at the sports model, a good coach is one whose players (employees) are clearly more
skilled at playing their positions than the coach (manager) is. The coach is hired by the players and
used by them to enhance their ability to do a good job, because they have invested themselves in
the game and in doing well. A useful coach stands for excellence and attracts people who want to
be excellent.
Translate this to business life and the focus shifts to the employees and their ability be effective in
their jobs throughout the company. The managers are there to empower and enroll employees in
being effective. This is radically different from telling people what to do.
In the coach/player inverted pyramid model, there is an element of “game.” People participate
because they want to play and they enjoy it. When people are at work because they want to be,
and are doing what they want to be doing, coaching becomes useful. Victims and victimizers are
not truly coachable or able to coach powerfully.
Next week: The beliefs of a developmental coach
Monday, April 26, 2010
Without Integrity Nothing Works
I belong to a training and development organization and we have a saying- “Without integrity nothing works.”
I find this statement to be fascinating and worth investigating and exploring. Let’s begin exploring the saying- Without integrity, No – thing works.
First, what is the meaning of integrity?
Second, what is the meaning of work?
Third, how they connect and what does this have to do with business?
Let me know your thoughts.
I find this statement to be fascinating and worth investigating and exploring. Let’s begin exploring the saying- Without integrity, No – thing works.
First, what is the meaning of integrity?
Second, what is the meaning of work?
Third, how they connect and what does this have to do with business?
Let me know your thoughts.
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