Posts Tagged ‘consult’

Before you develop or send any message, you should first take the time to identify which goal or communication goals you want to accomplish with the message

Before you develop or send any message, you should first take the time to identify which goal or communication goals you want to accomplish with the message. Understanding the goal will help you identify what kind of information, and how much information, the message should include. While there are any number of ways in which a communication goals can affect message content, here are a few examples:

1. When you’re informing a receiver who’s part of your organization about the current status of a project, you can probably just list a few key points. However if you’re briefing a new consultant who’ll be helping out with the project, you’ll need to provide more background information.

2. When you’re requesting a receiver to do something new or something that’s complicated, you’ll need to be sure your message contains enough details about the steps the receiver should take, and contains all the information the receiver needs to complete your request.

3. When you’re trying to persuade a receiver about an issue, you need to be sure to provide ample rationale for your position. For example, while a statement like ” The president of the company says we have to change this approach ” does obligate employees to respond accordingly, such a simple statement may not be enough to help the employees really accept and support the change.

4.  If your communication goals are to build a relationship, analyze the type of relationship you’d like to build, and structure your message accordingly. For example, if your business has 200 clients, but only four of those clients provide 80 percent of your revenue, you should spend much more time which follow-up for those four clients, and regularly reinforce that you appreciate the significant business each client provides.

In this article, you learned how to identify the communication goals for your message.

Environment there are now pervasive signs that the group is collectively working and striving to reach its goal

Environment
There are now pervasive signs that the group is collectively working and striving to reach its goal. “Community” shouldn’t be misinterpreted to mean that everything is rosy. All teams have and need conflict, and if there isn’t conflict then it’s probably being avoided, which isn’t healthy either. However, unlike in earlier stages when conflict was strained and could’ve torn the group apart, it’s now viewed differently as something that can be logically addressed, discussed, and worked through.

Culture
A true team now exists between the members. There’s a real team culture of inter-reliance, respect, and trust between members, and the team is largely self-directing and holding itself and its members accountable. Community can sometimes be too strong, resulting in cliques or groupthink. Both of these defeat the benefit of team.

Leadership
The leader needs to remain active with the team, but more as a consultant rather than decision-maker, arbitrator, or facilitator. The leader should exhibit trust in the team’s ability to self-manage and self-direct itself, even if he or she thinks the team is making a mistake. As long as the potential mistake is an acceptable risk, it’s better to let the team handle the situation. If the leader senses that cliques or groupthink is occurring, he or she may need to interject some new personnel or other changes into the group, even though that will temporarily cause the team to regress. Groupthink can also occur when members are hesitant about openly questioning another’s opinion or idea, which is why conflict should not be avoided.

Why is it important to develop future leaders within your company

Why is it important to develop future leaders within your company?  Continuity of company culture, labor shortages, and an unexpected death of a senior manager are just a few important reasons.

In his book, Built to Last, Jim Collins describes the very successful succession planning process that GE’s CEO, Reginald Jones, took to find a new CEO.  The process involved 96 candidates over seven years before Jones narrowed the candidates down to a single successor: Jack Welsh.

GE’s commitment to the succession process not only identified Jack Welsh, but all of his predecessors as well.  These leaders were visionaries and change agents – an important, ongoing part of GE’s culture.

While you may not currently be in need of a successor, have you at least identified some potential candidates?  Who within your organization has the potential to succeed you?  And how long will it take before they are prepared to take your seat?

Challenges for Mid-Market Companies

Unlike GE, mid-market companies generally don’t have 96 candidates in the succession planning process queue, and a seven year process may be overkill.  At the same time, many mid-market companies often wait until it is too late to successfully identify and develop their next CEO.  Potential candidates may leave their current company to grow with another company before they are formally identified for succession opportunities.  The very worst scenario involves a candidate leaving for a competitor who promises them increased responsibilities and leadership development opportunities that their current company failed to provide.

Another challenge for mid-market companies is their lack of a structured management training program for current and future leaders as found in many Fortune 500 companies.

Redefining Succession Planning for Mid-Market Companies

The succession planning process should start with you, your organization’s leader, and your talent management or human resources department.  Work with this department to create a list of critical success factors and specific job requirements.  Identify all must-have experience and skill sets as well as the nice-to-haves.  If you don’t have people internally with these skills set, bring in a consultant to assist in the succession planning process.

Once the job profile is complete, compare it to your candidates.  Identify the top candidates and determine what leadership development skills they will require.  Some of your leadership development process can be addressed through internal resources, while some may require external resources.

When your leadership development plan is finished, you should not wait to execute your plan as waiting can greatly impact your company’s future! The story below tells why it is imperative that you not wait to begin developing your future leader.

Start Now

I have had the unfortunate experience of working with a company whose leader did not act with a sense of urgency when it came to leadership development and he died unexpectedly. The company was left to a family member who wasn’t prepared to take control and lead the company.  As a result, this past year has been a very difficult time for the new leader as well as for the employees.

Grooming future leaders is one of the most critical tasks for an organization’s leader.  Without well-prepared future leaders, there is no future for the company.  A good leadership development process will take time and commitment from you, and must be a high priority.  Therefore, don’t let the company that you have spent so many years building, stagnate or fall apart because you didn’t properly prepare new leadership to run it for many years into the future.  

Are you a professional who has a strong desire to work through your career and advance through the ranks of your unique organization

Are you a professional who has a strong desire to work through your career and advance through the ranks of your unique organization? Do you have a strong desire to become a leader in your company and have a ton of responsibility? If you answered yes then you may consider the position of CEO. In this article, we will discuss the role of a CEO and the things you should keep in mind if you want to become a CEO. Are you ready? Let’s begin. First of all, you must have lofty goals. Most people plan a level or two above their current level and choose tasks they feel will get them there. If you hold the lofty goals of becoming Chief Executive Officer though you need to take a much more holistic approach to your job selection. Understanding the Role of the CEO is absolutely critical to those who hold that lofty ambition. Even if you fall short of ever becoming CEO though thinking about your career in terms of what you need to do to become CEO will most certainly help prepare you for a Vice President Role. Second, you must understand that as a CEO, the buck stops with you. In most of your other roles throughout your career you will have a domain of influence and a domain of control. For higher-level decisions though you will always refer to someone above you. As CEO there is no one above you. The board will be there for consultation but at the end of the day the difficult decisions are yours to make. You can consult both the board and others in your organization but the responsibility of the decisions are yours and yours alone. Given this your preparation for sitting in that position of power is by necessity quite extensive. Third, in preparing for a role as CEO you have a few different areas you need to focus on including depth of knowledge, breadth of knowledge, leadership, and the ability to market or sell your unique product or service offering. If anyone of these pieces is missing then you face a serious uphill battle in the leadership role. As CEO you bear ultimate responsibility for all aspects of your company and so you should spend some time in roles that expose you to research and development, marketing, sales, customer service, and operations. Having this broad expertise will allow you to have credibility and will ensure others respect and follow your lead. Keep in mind that you only gain this breadth and depth by holding management level positions in several different areas of your organization before progressing to the top job. To gain this knowledge and expertise, always make sure that you embrace roles that may be a stretch for you so that you get used to operating outside your normal area of expertise. Finally and most importantly you should spend a good part of your career as a people manager and focus on honing the skills of people management. In conclusion, at the end of the day in understanding the role of the CEO the most important thing to remember is that you are the ultimate manager in the organization and your ability to delegate and motivate others will be the source of your success or failure. Good luck! For more information on CEO’s, visit http://ceomicroblog.com and http://managermicroblog.com

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