Change Leadership

Jan 29, 20095 likes696 views

This document discusses leadership, management, and achieving explosive growth for a business. It identifies common problems that businesses face when stuck at certain revenue levels and why change efforts often fail. It emphasizes the importance of having a clear vision, strong communication, and building trust. Good managers focus on identifying and developing the talents and strengths of their employees. The key to explosive growth is maximizing current assets, tripling efforts in key areas, coordinating internally, and paying attention to cash flow while maintaining a leadership mindset.

Laying the Foundation for Change Leadership & Management For Explosive Growth Bill Tamminga, MBA

Where We Get Stuck $500k (51%) $2.5M (33%) $5M (8%) $50M (7%) $50M+ (1%)

Basic Business Problems Industry/market is too small. Local focus of business limits growth. Owner’s desire is to remain small. Market is completely saturated. Assuming this isn’t the case with you…

Why Change Efforts Fail Lack of organization. Lack of humility. Lack of creativity. Desire to be paid for knowledge, not results. Fear of competition from followers/employees.

Why Change Efforts Fail Selfishness Uncontrolled anger Lack of self control Disloyalty

Why Change Efforts Fail Using authority to control rather than lead Thinking titles lead to success Fear Lack of Leadership

Leadership & Management Leadership Management Yes No Yes No II I III IV

Leadership Vision Communication Trust Confidence

Vision Grabs attention of leader, managers, font line employees, and customers Brings clarity, focus Animates Inspires Transforms purpose into action

Key Questions What do the stakeholders want? What are possible performance measures? What would happen if we change nothing?

Key Questions What warnings would we get if the external environment changed dramatically? What could we do to alter the course of those events? What alternatives exist?

What is Your Vision? Double revenue in under 24 months while maintaining positive cash flow? Become the primary player in your industry? Define it…

Communication & Trust Clear communication Trust, predictability is built over time Vision is adopted

Management Background Gallup survey 80,000 studied What do the best managers have in common?

Obsession Do I know what’s expected of me? Do I have the tools to do the work? Do I do what I do best every day? Am I being recognized at least once a week? Does someone at work care about me? Does someone encourage my development?

Two Main Questions 1 st 2 Questions: What do I get? Do I know what’s expected of me? Do I have the tools to do the work? Next 4 Questions: What do I give? Do I do what I do best every day? Am I being recognized at least once a week? Does someone at work care about me? Does someone encourage my development?

Talent, Skills, Knowledge Greatest management truth Must find talent

Striving Talent Passion/Desire Achievement Physical Action Stamina Vision Service Belief Competence

Thinking Talent Brainpower Focus Discipline Responsibility Arrange/Organize Performance Strategy Problem Solving Numerics

Relational Talent Relationships Woo Empathize Bond builder Networker Developer Energizer Supporter Persuasion

How to Hire for Talent Hiring For Talent Know the role Know the talents, knowledge, and skills required Know the questions Know the answers

Emphasize Strengths Strengths Focus on what makes them unique Bring out the best

Establish Correct Objectives Objectives Be specific Give guidance Go away

Key Management Tasks Avoid temptation to eliminate weaknesses. Allow people to be who they are. Focus on their strong points and work around weaknesses. Customize rewards or give choices. Hold management and employees accountable to results.

Putting It All Together How do we get explosive results? Maximize efficiencies with current assets. Triple efforts in key distribution area/s. Coordinate efforts within organization, if needed. Pay attention to cash flow.

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Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.

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Change Leadership

1. Laying the Foundation for Change Leadership & Management For Explosive Growth Bill Tamminga, MBA

2. Where We Get Stuck $500k (51%) $2.5M (33%) $5M (8%) $50M (7%) $50M+ (1%)

3. Basic Business Problems Industry/market is too small. Local focus of business limits growth. Owner’s desire is to remain small. Market is completely saturated. Assuming this isn’t the case with you…

4. Why Change Efforts Fail Lack of organization. Lack of humility. Lack of creativity. Desire to be paid for knowledge, not results. Fear of competition from followers/employees.

5. Why Change Efforts Fail Selfishness Uncontrolled anger Lack of self control Disloyalty

6. Why Change Efforts Fail Using authority to control rather than lead Thinking titles lead to success Fear Lack of Leadership

7. Leadership & Management Leadership Management Yes No Yes No II I III IV

8. Leadership Vision Communication Trust Confidence

9. Vision Grabs attention of leader, managers, font line employees, and customers Brings clarity, focus Animates Inspires Transforms purpose into action

10. Key Questions What do the stakeholders want? What are possible performance measures? What would happen if we change nothing?

11. Key Questions What warnings would we get if the external environment changed dramatically? What could we do to alter the course of those events? What alternatives exist?

12. What is Your Vision? Double revenue in under 24 months while maintaining positive cash flow? Become the primary player in your industry? Define it…

13. Communication & Trust Clear communication Trust, predictability is built over time Vision is adopted

14. Management Background Gallup survey 80,000 studied What do the best managers have in common?

15. Obsession Do I know what’s expected of me? Do I have the tools to do the work? Do I do what I do best every day? Am I being recognized at least once a week? Does someone at work care about me? Does someone encourage my development?

16. Two Main Questions 1 st 2 Questions: What do I get? Do I know what’s expected of me? Do I have the tools to do the work? Next 4 Questions: What do I give? Do I do what I do best every day? Am I being recognized at least once a week? Does someone at work care about me? Does someone encourage my development?

17. Talent, Skills, Knowledge Greatest management truth Must find talent

18. Striving Talent Passion/Desire Achievement Physical Action Stamina Vision Service Belief Competence

19. Thinking Talent Brainpower Focus Discipline Responsibility Arrange/Organize Performance Strategy Problem Solving Numerics

20. Relational Talent Relationships Woo Empathize Bond builder Networker Developer Energizer Supporter Persuasion

21. How to Hire for Talent Hiring For Talent Know the role Know the talents, knowledge, and skills required Know the questions Know the answers

22. Emphasize Strengths Strengths Focus on what makes them unique Bring out the best

23. Establish Correct Objectives Objectives Be specific Give guidance Go away

24. Key Management Tasks Avoid temptation to eliminate weaknesses. Allow people to be who they are. Focus on their strong points and work around weaknesses. Customize rewards or give choices. Hold management and employees accountable to results.

25. Putting It All Together How do we get explosive results? Maximize efficiencies with current assets. Triple efforts in key distribution area/s. Coordinate efforts within organization, if needed. Pay attention to cash flow.

26. Leadership & Management Leadership Management Yes No Yes No II I III IV

27. Explosive Growth

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