Posts Tagged ‘file’

It is an all-too-familiar scenario

It is an all-too-familiar scenario. Corporation X misses badly on its commitments several quarters in a row and the stock plummets. As a result, the Board loses confidence, the CEO “resigns,” and a new CEO is appointed who immediately announces a sweeping restructure of the corporation.

In the past few years, papers have been inundated with such reports. Even at corporations where top-level executives show signs of “vision” and have articulated what seems to be a sound business strategy on paper, results fall short of expectations.

We have all been there at one point or another in our careers. The leadership team spends long hours agreeing on a 3- or 5-year strategy to improve the performance of the business. Management teams work equally hard to come up with supportive annual budgets. Both teams populate long PowerPoint presentations and well-built, exhaustive spreadsheet files. Yet not much happens in terms of actual deliverables! Ambitious year-end targets are missed. Improvement curves keep being shifted to the right, until the scenario at the beginning of this article is realized. Now the process for restructure of the corporation begins.

Questions immediately arise as to why these events occur so often and include:
• What has gone wrong and why?
• Are the goals too aggressive?
• Are the visions and/or strategies inadequate?
• Are middle managers unable to execute?
• If the answer is yes to all these questions, then why is it so?

All are good questions, and many have been extensively addressed with proposals on how to find corresponding solutions. Based on my experience, however, a key element that needs to be addressed is the importance of strategic alignment.

What is strategic alignment?

Strategic alignment can be described as the linkage between the goals of the business, which quantify the progress of the implementation of the strategy towards the vision, and the goals of each of the key contributors. Key contributors include groups, divisions, business units, departments, or individual employees who have an interest in the continuation of a successful corporation.

Strategic alignment, put simply, is “everyone rowing in the same direction.” The tighter the linkage and the better the alignment, the likelihood of flawless corporate execution becomes stronger.

Strategic alignment has several advantages once implemented properly and practiced. Benefits include:
1. Allowing an efficient use of usually scarce resources,
2. Resulting in increased speed of execution, as a corollary,
3. Promoting team efforts towards common goals, and
4. Escalating employees’ motivation, giving them a keener sense of contribution to the results of their individual groups and of the corporation as a whole.

These are good results that many corporations would benefit from, but very few corporations are able to realize them. Since many corporations and their leadership teams attempt to gain strategic alignment, the question becomes what barriers must be overcome.

How can strategic alignment be implemented effectively and what are the key success factors?

The first component of a successful strategic alignment is the extensive communication necessary within the organization to understand the elements of the vision and of the key strategic directions needed. Relentless repetition by the leadership and management teams at every opportunity, including sales meetings, company meetings, and operational business reviews allow each employee to understand vividly how he/she can contribute to the overall progress. More often than not, however, these vital communication opportunities are restricted to boring presentations of high-level tables filled with data that are difficult for employees to associate with their day-to-day jobs.

The second component of a successful strategic alignment is absolutely essential to link the results of each employee’s job to the progress of the entire corporation strategy and to do it clearly and simply. This is best accomplished by using simple measures of key performances (KBMs= key business metrics, or KPMs= key performance metrics), which can be connected to the employee’s annual performance review.

One excellent example of effective strategic alignment is practiced at Thermo Electron Corporation, a leader in the field of analytical instrumentation, headquartered in Waltham, MA. Thermo Electron uses a cascading set of goals that quantitatively measure the progress of the strategic implementation. This “waterfall effect” or “goal tree” starts at the very top of the corporation and cascades down to all levels of the organization – from Corporation to Divisions; from Divisions to Business Units; from Business Units to Departments, and from Departments to Employees.

When it reaches the employee, the objectives are incorporated into her/his annual performance targets and these objectives directly support the key goals from the highest levels of the organization. This ensures both focus and alignment as the employee daily delivers on their objectives. Objectives are rolled back up the “waterfall” or “goal tree” in periodic reviews of goals at all levels in the organization.

Implementing strategic alignment is not rocket science. It requires, however, strong commitment from the top leadership and focus on relentless communication at every opportunity using simple management principles of focus, clarity and reinforcement.

In the end, effective execution of strategic alignment is a leader’s top priority and ensures that goals are met and success achieved.

Paradigm shift

“Paradigm shift.” “Value-add.” “Win-win.” “Customer-centric.” “Outside-the-box.” “Leverage our core competencies.” Clich?d terms like these buzz around the office like flies at a hot summer picnic … and they’re just as annoying.

Language is alive, and when it’s not, it’s time to liven things up. Here are some fresh examples (just for fun):

1. Hallway Trapprehension

The anxiety we feel at the approach of a coworker we’ve already passed multiple times in the hall in a single day (as we fret over something new and witty to say).

2. Shingling

Excessively pitching our kids’ candy bars, cookies, bowl-a-thon pledge requests, or anything else to coworkers, especially when a child’s value as a human being is apparently at stake.

3. Zombieland

The in-and-out, slow-eye-flutter, head-nodding state people fall into in many after-lunch meetings.

4. Octoboss

Supervisors who clasp onto so many tasks and special projects that subordinates often get deflected by an inky cloud whenever they approach … as the supervisor escapes.

5. Embuggeration

The act of filling coworkers’ email with huge files, impenetrably convoluted or lengthy messages, irrelevant Reply All copies, or any such encumbrance that causes said coworkers’ productivity to slow to a deathly crawl.

6. CC Frighter

The sudden, desperate feeling we get after realizing the wrong person is going to see the email we just sent, usually because we’ve written some embarrassing or completely inappropriate statement about that person.

7. Epstein’s Mother

Any whopper, extra-lame excuse people give after letting down their coworkers, especially when there’s a pattern of undependability or when coworkers were really counting on the person.

8. Pushmi-pullyu

Any time individuals or groups have trouble finding traction on a common strategic mission due to open disagreements (and backbiting) about the tactics of how to proceed.

9. The Shirley Temple

Any big change initiative at work that is the apple of everyone’s eye one moment — tap dancing all over everything — then disappears before reaching adolescence. (It can also refer to any innocuous initiative that isn’t very effective; i.e., bubbly and flavorful, but with no real lasting kick.)

10. Unobtainium

The rarest and most highly sought state of any workplace, where strong business results are born from clearly stated and uncompromised ethical, socially responsible, and mutually respectful values, consistently and pervasively demonstrated at every level of the organization.

Using any new terms in your workplace? Share with us, and we might help spread the word.

We’re surrounded by examples of great, and not-so-great, teamwork

We’re surrounded by examples of great, and not-so-great, teamwork. Recently I flew to Los Angeles, visited relatives, took in a parade with floats, bands and street performers, saw a football game and attended an opera. Countless teams made it all possible, whether on stage or back stage, seen or unseen. You too are a part of a variety of teams. How well you work together tells me how successful you are. Are you teaming with success?

True teamwork takes time and a willingness to contribute to the greater good of the team, as opposed to only looking out for number one. It begins with a desire to work on behalf of the group. Examine your motives. In successful teams, when the teams win their teammates too reap the rewards. Ineffective teams are often betrayed by selfish team members whose individual goals supersede their team’s goals.

Among the hallmarks of effective teams, whether in sales or service environments:

• A shared vision of the mission of the team and its goals

• Willingness to meld one’s individual talents for the betterment of the team

• Clear communication in both directions: between team leader and team members, and amongst members themselves

• Ample appreciation of individual differences within one’s team

• Recognition and reward of team members for their efforts

I have chaired boards of directors, coached basketball teams domestically and internationally, and managed talented and not so talented groups within and beyond high-tech. I know from experience that lines of authority alone do not guarantee dedication, loyalty and a shared sense of team play. Similarly, I have been a member of functional and dysfunctional teams and have seen first-hand that talent alone doesn’t guarantee success. Successful teams are about a coming together of talent, a melding of minds and mindsets, and an ability to focus on the big picture.

Team members seek the following:

• To be heard

• To feel important

• To be valued, appreciated and recognized

• An opportunity to express individuality

These can all occur on well-led teams, without sacrificing the team spirit. It’s a mistake to believe that the best team leaders treat everyone the same way. Realistically, not everyone wants nor needs to be treated the same way. Whether in sales or service situations, many team members are self-motivated. They are self-starters who want the keys to the car and then ask that you step away from the curb. Other team members want and need reassurance, support and a little hand-holding. Neither is right nor wrong. But each excels when treated the way they most want to be treated.

Team leaders should strive to achieve the following:

• A clear vision of the team’s goals and objectives that they consistently articulate

• Appreciation of who each team member is and how to relate to them:

personality, temperament, strengths and weaknesses and style

• Cohesion through regular communication

• Support for each team member

• Recognition for members’ accomplishments and group milestones

Teamwork is developed over time. Day by day your team can strengthen itself through experience and the natural relationships that occur over time. With time and attention to these tips, soon your group will be teaming with success!

– Read about Craig’s popular interactive presentation Teaming with Success:

– Download a small PDF file describing Craig’s Teaming with Success


Auxiliary heating in the winter, the selection of electrical appliances and how to use home appliances , the majority of consumers are concerned about

Auxiliary heating in the winter, the selection of electrical appliances and how to use
Home Appliances
, The majority of consumers are concerned about. Reporters after consulting with experts in many household appliances, this sympathetically, and consumers want to share a secret.

When out of the basement

Electrical interview found that when consumers buy electric heater, electric heater invariably stood in front of test machine, in fact, this is not correct.

Store’s promoters told reporters that tests heater cooling effect, the best stand 3 meters away, so that effects of the most authentic experience, the most appropriate. According to reports, the market there is a plate-type heater, heat a larger area, and a variety of power options.

Select heater power according to room size can reduce energy consumption, experts recommend choosing an area with room to match the power of the heater.

Optional heater preferred “security”

Reporter has learned that safety is the primary factor in choosing room heaters. Consumers must be selected through the national compulsory 3C certification and a clear identification of products, careful selection is a clean break with the security risk completely, but also on themselves, their families, living room for winter.

In addition,
Is an important part of the current
Market has not the national energy efficiency standards, consumers in the purchase process, the focus from raw timber, energy consumption, temperature, noise, and so comprehensive judgments.

For the consumer, choose well-known professional in the regular store brand famous product is undoubtedly the most sensible choice.

Water Heater
See bladder

Currently on the market power
Water heater
Variety, which may render options. In fact, the key lies in the quality of water heater water heater liner, it must have heat, pressure, do not rust, leak characteristics, to achieve this characteristic lies in the choice of liner materials and liner production process .

Titanium liner can be divided into inner, crystalline silicon liner, stainless steel liner and the ceramic liner and other species. Titanium liner is the main water heater market, this liner, high strength, high temperature, corrosion resistance, stable performance, the service life of 10 to 20 years, the main brands Ariston, Macro, etc.. Silicon liner with no rust, high strength and resistance to chloride ion of the advantages of the market is relatively advanced liner technology, the service life of up to 10 to 20 years. Ceramic liner of the enameling process demanding, now more than imported brands, service life of up to 5 to 10 years.

In addition, after a good stainless steel liner weld treatment liner is less likely corrosion life of up to 5? 10 years, while electric water heaters, low-grade stainless steel liner weld the biggest risks is the material easy to change liner perishable, consumers should carefully purchase.

Clever use of appropriate energy saving

Winter use
Air conditioning
How is the air conditioning heating power users in particular issues of concern. First of all, reasonable to set the temperature contribute to air conditioning energy conservation, in general, maintained at room temperature in winter 18 ~ 22 , people feel more comfortable. Normally when setting low heating 2 , although the body does not feel very clear, but the air conditioning, the average can save nearly 10% of the electricity.

Second, we must pay attention to regulating air wind speed, wind direction. Just getting on air, the wind speed can be set high windshield, speeding up the room air and air-conditioning for heat exchange process, fast close to the set temperature, wind speed can be set to a low wind profile, this will save some energy. The proportion of hot and cold air for different heating to air conditioning when the best wind down, to improve the exchange of hot and cold air, to save battery power.

Have the temperature regulation of the electric blanket, can be 5 minutes to open a large file before going to bed, when the temperature reaches its comfortable, that is open to small files. On no high and low temperature control switch in the electric blanket, turn on the switch 5 minutes before going to bed, slept off, feel the cold again when the late night open 8 to 10 minutes. Thus, a saving of 50 degrees in winter to 80 degrees.

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