The document discusses tools for managing creative teams and businesses. It provides insights from creative employees and managers on managing creativity, balancing freedom with structure, and setting clear roles, responsibilities and career direction. It emphasizes the importance of having a mission statement, using appropriate project management, and providing regular feedback to build loyalty and reduce stress.
The document discusses key characteristics of an effective idea process in an innovative environment. It outlines that ideas should be encouraged, submitting ideas should be simple, evaluation and feedback should be quick and constructive, and implementation and recognition should be rapid. It also notes that the process and people's ideas should be regularly reviewed to improve the system over time. The document provides examples of guerrilla tactics that individuals can take to encourage ideas from employees without managerial approval, such as giving attention to first ideas, making personal commitments, and helping people develop their ideas.
This document discusses increasing workplace productivity. It emphasizes that developing employee skills through training and professional development is a key part of improving productivity. Productivity can be increased by focusing on systems and processes, communication, time management, tools/equipment, technology, teamwork, and motivation. Having a talented, well-trained team is identified as a major factor for increasing productivity. The most strategic way to boost workplace productivity is to improve individual employee productivity through training and skill development.
This module is the final module and it explores the concept of presenting the idea to target audiences. Within this module the key areas that are discussed are, improving communication skills, body language and managing nerves.
The Role of the Manager in an Agile, or Wannabe Agile, OrgGennady Borukhovich
This document discusses the role of managers in agile organizations. It begins by asking attendees about their backgrounds and goals for the session. It then introduces the presenter and his experience with software development and agile methods. The rest of the document focuses on changing mental models of management from control-oriented to more facilitative. It suggests managers act as enablers who empower teams and help navigate organizations. The document provides examples of how to nurture agile practices and offers basic steps to help transition organizations, noting it will be a challenge to change culture and priorities.
How to recruit, train and motivate employeesBizLaunch
This document provides guidance on how to recruit, train, and motivate employees. It discusses finding great candidates through your network, websites, and competitors. The interview process should identify key skills and determine fit. New hires need orientation and regular training. Employees want job security, fair pay, and recognition. Motivate staff through performance reviews, listening, and praise. Develop a great team by empowering people and being a strong yet caring leader focused on vision, relationships, and innovation.
The document discusses the roles and responsibilities of an effective manager. It defines management as the process of receiving output from a group, with good output indicating good management and bad output indicating bad management. It describes key roles of a manager, including being a role model through leading by example, providing training, giving feedback, making decisions, developing strategy, managing human resources, and actively managing projects. It emphasizes the importance of one-on-one meetings with direct reports and managing no more than 8 employees to allow for mentoring and development. Effective communication is also stressed.
Remarkable: Proven Insights to Accelerate Your CareerDavid Kronfeld
A comprehensive guide to what really counts and isn’t taught in business school, Remarkable is the first and last professional playbook you’ll ever need.
Step-by-step advice takes you from the early stages of a business career to the top-level executive position. Follow the journey, lessons, and remarkable insights of an executive who has seen it all and now offers pragmatic and infallible wisdom that you can use immediately.
Developing people is key to maximizing an organization's success. Managers must learn how to lead and develop others by understanding individual learning styles and breaking tasks into manageable parts. The keys to developing staff are tailoring the approach to the individual, creating valuable soft skills, setting goals to drive business forward, building high-performing teams, and developing motivation and champion behaviors. Organizations should encourage development through rewarding managers who develop staff and creating developmental experiences like mentoring from the start. Simple activities like appreciation, coaching, and counseling can help people grow and improve business performance.
This presentation discusses entrepreneur leadership and was submitted by five students to their professor, Ms. Manju Singla. It defines an entrepreneur as someone who organizes and manages business enterprises with initiative and risk. It then explores various aspects of entrepreneur leadership such as qualities, principles, skills, risks, and decision-making processes. The presentation concludes with a list of notable Indian entrepreneurs such as Dhirubhai Ambani and JRD Tata.
Survey Managing Your Career What Keeps You Awake At NightJennifer Baker
The survey found that managing workload and resources is the biggest challenge for senior executives. Developing leadership and management skills to better handle workload could significantly improve performance. Executives typically only seek help during a crisis and outside the workplace. There is a need for support to develop executives' confidence and skills to be effective leaders and managers.
This module explores the essentials of starting your own business. It looks at in detail the benefits and drawbacks of starting your own business, inspiring entrepreneurs that previously failed, facing your fears and examining in detail ‘digital natives’.
Insights for career professionals seeking to prepare themselves, prepare their families, leave their jobs and build the ultimate startups.
Insights from world-class VCs, angel investors, entrepreneurs, researchers and attorneys including: Brad Feld (co-founder of Techstars), Peter Wilkins (Hyde Park Angels), Hank Barry (former CEO of Napster), Howard Tullman (1871) and many others make this the ultimate guide for someone wanting to leave their corporate life behind and launch a startup.
This document outlines 14 principles for business success from Jack Welch, the former CEO of General Electric. It discusses harnessing change, facing reality, managing with less supervision, creating a vision and getting out of the way, nurturing valued employees, constantly improving competitiveness, being number one or two in the market, incubating ideas from all employees, promoting speed, simplicity and confidence, acting like a small company, removing boundaries, unleashing worker energy, listening to frontline employees, and using technology to reduce bureaucracy. Under Welch's leadership, GE's value increased 4000% over 20 years and it was frequently recognized as the most admired company.
I you are a business owner age 50+, this book could save your business, your wealth and your life. You will learn "Transition Thinking" to build a "Dream Team" of advisors, and learn to create a new, dynamic life of meaning an purpose, "beyond the business".
The document provides guidance on building an effective military talent program. It recommends identifying existing veteran employees and engaging them in the process. It also suggests hiring a military talent representative to lead the program and gaining executive sponsorship to create buy-in. Finally, it stresses the importance of retention strategies like mentorship and career development for military hires.
Slides from Elephants Abroad pilot conferenceElephantsAbroad
This document provides an introduction to starting and running a successful business. It discusses understanding motivations for going into business and understanding customer needs. Key topics covered include deciding on a business idea, setting goals and objectives, planning the business, and important skills like finance, legal considerations, marketing, and measuring results. Various exercises are included to help apply the concepts to real business situations. The overall document serves as a guide for entrepreneurs on important steps and considerations for starting and operating a business.
The document discusses what a business coach can do for clients. A business coach can help clients identify obstacles hindering their goals, understand their personality and motivations, gain insights into how to improve their business and personal effectiveness, receive customized training to advance their skills and learning, and temporary accountability through weekly sessions to evaluate progress. The business coach emphasizes the importance of time and effort commitment from clients to achieve results.
This document provides a summary of Hamaidu Fadika's results from CareerLeader assessments in interests, motivators, and skills taken on May 25, 2015. It shows that his highest interests are in influencing others, creative production, and coaching/mentoring. His top motivators are power/influence, lifestyle, and security. He is most confident in his interpersonal effectiveness skills and power/influence skills compared to other business professionals. The document provides analysis and descriptions of the implications of his key results areas.
This document provides summaries of workshops led by Lynette Xanders on developing creative strategies for brands. The workshops cover topics such as developing killer briefs to inspire teams, conducting creative research to find compelling brand insights, realigning company culture to activate new ideas, and designing successful businesses and relationships for maximum impact. Participants provide positive feedback, praising the workshops for being inspiring, engaging, and providing practical tools and strategies to invigorate their thinking.
This document provides an overview of how management theories and leadership styles can impact business innovation. It discusses the Yin-Yang concept of complementary forces that make up all aspects of life. Business cycles and functions are described through the lens of Yin-Yang properties. A review is given of several major management theories from Taylorism to Systems Management. Leadership styles are discussed ranging from autocratic to laissez-faire. The presentation aims to show how incorporating Yin-Yang perspectives can provide a framework for evaluating decisions and progress in balancing these factors to encourage or discourage innovation.
This document discusses how management theories, leadership styles, and the Yin-Yang concept impact business innovation. It provides an overview of several management theories from Taylorism to modern systems approaches. It also outlines different leadership styles from authoritarian to situational. The document argues that management theories and leadership styles can be analyzed through the Yin-Yang lens, with some being more Yang-oriented and others Yin or a balance. It suggests that modern approaches tend toward a Yin-Yang balance. The document aims to help companies evaluate how organized they are for innovation and how leaders can support innovative efforts.
The website provides key information for viewers about an upcoming film, including when it will be released in cinemas near them, the trailer, cast, and gallery of pictures from the film. It also includes links to the film's social media pages and advertises the film soundtrack playing in the background to help promote the movie. The full trailer automatically plays on the front page of the site to attract viewers.
1. The document discusses metrics for measuring and optimizing the virality of applications, including viral coefficient, viral rate, average messages sent per event, message conversion rate, percentage of new users invited, and conversion to installs.
2. It describes testing different contexts, calls to actions, and messages through A/B testing and analyzing metrics like message sending and acceptance rates among user demographics.
3. While viral metrics can help test and iterate applications quickly, they cannot build a good product on their own - creative work is also needed to achieve long-term virality and user value.
حفل إستقبال على شرف سماحة الشيخ عكرمة صبري في السفارة الفلسطينية في كوبنهاغنakhbardk
نظمت السفارة الفلسطينية في العاصمة الدنماركية كوبنهاجن مساء يوم أمس الخميس حفل إستقبال على شرف سماحة الشيخ عكرمة صبري مفتي القدس الشريف بحضور عدد من قادة الجالية العربية والإسلامية.
This document provides guidelines for safe driving and operation of vehicles in a mine. It outlines various rules including:
- Only authorized personnel are allowed to operate vehicles.
- Speed limits of 30 km/hr maximum and 10 km/hr when dumping must be followed. Heavy vehicles have right of way over light vehicles.
- Vehicles must be parked safely and parking brakes applied. When parked on a slope, wheels must be blocked and steering turned.
- Overtaking is only permitted when visibility is good and speeds can be maintained.
- Drivers must conduct pre-operation vehicle checks, drive safely, follow signs and report any issues. Proper procedures must be followed for loading,
This document contains frequently asked questions about the American College of Radiology's BI-RADS Atlas, 5th Edition. It provides corrections that have been made to the atlas, answers questions about mammography, ultrasound, MRI, follow-up and outcome monitoring, and other topics. The document is copyright protected by the ACR and cannot be reproduced without permission.
Understand Key Requirements and Standards from Major Regulatory and
Government Agencies
• Overcome International Shipping Challenges for Temperature Sensitive
Products
• Obtain technologies and techniques to maintain cold chain to ensure
product efficacy
• Key insights of material transfer and permit
• Mitigate Operational Risks and Assuring Cargo Security
• Explore RF Enabled Temperature Monitoring
The document appears to be a resume or portfolio for an interior designer named Deborah L. Norman, listing various commercial and healthcare design projects she worked on, including corporate offices, medical centers, and showroom designs. It provides images and brief descriptions of each project, focusing on the design goals and how the finished spaces were developed. The portfolio highlights Deborah Norman's experience in corporate, healthcare, retail, and exhibition design work.
Presentation Slides for Keynote Address ... SUCCESS AND HAPPINESS Chris Walker
The document discusses different types of people - visionary, inspired, grateful, and enthusiastic - and how they approach different areas of life. A visionary person is visionary in all seven areas of life, an inspired person is inspired in all seven areas, a grateful person does what they love and loves what they do in all seven areas, and an enthusiastic person is growing in all seven areas. It emphasizes that to truly change one's world, one must start by changing themselves in all aspects of life.
The Code4Lib 2010 conference brought together 150 participants from libraries and technical organizations in the US, Canada, Australia, Japan, Denmark, Belgium, and other countries. Topics included technologies like Blacklight, Fedora, SOLR, Ruby, Drupal, and mobile web development. Projects like Blacklight at the University of Virginia and Stanford were highlighted for providing open source discovery interfaces and integration with existing library systems. Sessions also covered SOLR performance, clustering components, and metadata editing tools from Duke University.
This document examines Delacroix's 1834 painting "Women of Algiers in Their Apartment" and discusses the identity of one of the figures as possibly being a Jewish woman. It references Delacroix's watercolor sketches from his Moroccan notebook of 1832 that include depictions of Jewish women. While the painting is set in Algeria, the presence of a Jewess would reflect Delacroix's interest in the diverse populations of North Africa during his travels.
One way to look at driving member engagement is via a loyalty rewards program. Affinity Center International has developed the association industries world class solution to member benefits and value.
This document discusses the use of incentives in business, especially during economic downturns. It argues that rather than cutting incentive programs during recessions, businesses should use incentives to stimulate sales and maintain relationships. Incentives can help businesses stand out from competitors, communicate better with partners, and reward loyalty even when times are tough. The document also provides examples of how incentives and web-based management can allow for faster changes, targeted communications, and funding growth without price erosion. It concludes that incentive programs coupled with the internet are a wise investment that can drive sales and profits.
This presentation is for new managers or existing managers who want to have a refresher. The perspective is from how management needs to change to deal with today\'s economy.
Managing projects effectively has become essential in every organisation large or small. The uncertainties of the world business economy, rapidly changing technology, and the intensifying focus on sustainability has driven many organisations to develop specific methods for managing projects and to seek highly qualified and competent people to manage those projects. These driving factors require today’s project managers to accept and adapt to change, lead diverse teams, act as ambassadors for their organisations and deal with a multitude of challenging project stakeholders.
It is clear that Project managers are placed in a unique position. They must balance their roles as leader and manager, interface with multiple types of stakeholders, are often the "face" of their organisation to its customers, and must deal with a seemingly unending stream of challenges to be successful. These challenges and the ability to address them require the project manager to maintain awareness of personal brand of and the impact it will have on project assignments, career opportunity, and the willingness of project teams to work for and support the project manager. As the profession of project management evolves and the demand for competent and value driven project managers increases, personal brand and reputation have become major factors in the criteria used to select and assign people to project leadership positions.
Indispensable Factors
The project manager must develop skills and competencies in several areas to be considered for an assign. In addition there are 4 major factors a project manager must address and continue to develop:
Accomplishability: your ability to achieve and deliver valued results.
Value/cost: the value delivered perception relative to the cost.
Supply/Demand: the market dynamics of your position, skills, etc.
Likeability: how others perceive you.
This presentation addresses the importance of the professional project manager in today’s business environment and the need for the project manager to continually enhance existing skills, adapt to a changing environment, and become a “go to” person in the organisation. Emphasis is placed on understanding the business needs of an organisation, clearly and visibly creating value from a client and supplier view point, and continually developing and managing personal brand.
The document discusses the characteristics and practices of high-performance entrepreneurs and startups. It outlines that less than 5% of entrepreneurial ventures are high-potential, but these "gazelle" companies create the majority of new jobs. To succeed, entrepreneurs must have the right motivations and skills, develop the right idea, build a strong team, establish a clear vision and values, create a solid business plan, choose the right investors and customers, focus on talent retention, build quality processes, and develop their brand over time. Key factors in startup success include transparency, quality focus, financial discipline, and adapting to change while maintaining the company's core vision.
The High Performance Entrepreneur - Subroto Bagchikingsly2009
The document discusses the characteristics and practices of high-performance entrepreneurs and startups. It outlines that less than 5% of entrepreneurial ventures are high-potential, but these "gazelle" companies create the majority of new jobs. To succeed, entrepreneurs must have the right motivations and profile, develop the right idea, build a strong team with shared vision and values, create a solid business plan, choose the right investors and customers, focus on talent retention, build quality processes, and develop their brand over time. Key factors that determine startup success or failure include founders breaking up, running out of cash, overdependence on a single customer or product, and poor governance.
The document discusses the characteristics and practices of high-performance entrepreneurs and startups. It outlines that less than 5% of entrepreneurial ventures are high-potential, but these "gazelle" companies create the majority of new jobs. To succeed, entrepreneurs must have the right motivations and skills, develop the right idea, build a strong team, establish a clear vision and values, create a solid business plan, choose the right investors and customers, focus on talent retention, build quality processes, and develop their brand over time. Key factors in startup success include transparency, quality focus, financial discipline, and adapting to change while maintaining the company's core vision.
Social Enterprise Challenges and Top TipsWavelength
The document summarizes key discussions from two sessions of the Wavelength Connect 2014 Social Enterprise Members group on aligning vision and values, customer service, embracing ambiguity and risk, moving the board, recruiting and removing staff, and leadership. Top tips are provided on each topic, such as using stories to communicate values, allowing some failures to encourage innovation, and getting board members experience frontline work. Ensuring strong purpose, focused culture, and empowered staff are highlighted as important themes.
This document summarizes Michael Wolfe's presentation on scaling teams. Some key points:
1. Scaling a company requires new skills, people, and ways of doing things compared to what was needed to start and achieve product-market fit.
2. Successful scaling companies excel at recruiting and developing top talent, maintaining strong customer relationships, and continually improving their product.
3. Scaling requires a relentless focus on culture, processes like recruiting and decision-making, regular communication, and celebrating wins.
The document discusses what it takes to be a successful entrepreneur and leader. It defines entrepreneurs as risk-taking individuals who operate businesses and pursue opportunities. Leaders are described as people who guide and inspire others. The document notes that entrepreneurs become successful "entreleaders" by combining an entrepreneur's passion with a leader's character. It provides tips for entrepreneurs such as developing a vision, financial plan, mentoring team, and continuous growth strategy. The document emphasizes adding value for customers, focusing on sales, and monitoring key business metrics like cash flow.
This document outlines an 8-step process for small business founders and CEOs to reinterpret their business mindsets. It discusses phases to reinterpret the CEO mindset, organization, client value, revenue, capital management, brand, succession, and exit. Each phase provides steps and considerations for evaluating these areas in a new light to achieve the next horizon for the business. The introduction experience invites the reader to schedule a 30-minute intro call with the author to discuss the full presentation and materials.
The 5-day training program provides an overview of its daily activities which are aimed at helping participants with their job search and career success. The schedule includes sessions on building self-marketing skills, networking, resume and cover letter preparation, mock interviews, and goal setting. The document also discusses concepts like emotional intelligence, dealing with fears, and using accomplishments to showcase value to potential employers during the hiring process.
The document discusses creating a customer-centric experience and culture within an organization. It emphasizes that a customer-centric approach requires focusing on customers at all levels of the organization, from leadership to employees. This ensures a single-minded purpose of satisfying customers and building loyalty. Key aspects include living the company vision, clear communication, empowering employees, and holding all accountable for customer satisfaction. The goal is to provide legendary customer service that exceeds expectations.
Designed for executive directors in the position for less than three years, and for EDD staff on track to become executive
directors, this workshop provided participants with insights into becoming an effective RDO leader.
Report The 8 Key Skills Of Successful ManagersPhilip J Gwynne
This document provides an overview of 8 key skills of successful managers according to interviews and research conducted by The Naked Marketing Company. The 8 skills are: 1) Show the way by developing a shared vision and goals; 2) Manage change effectively; 3) Delegate tasks to empower employees; 4) Celebrate achievements and milestones; 5) Meet customer needs; 6) Work well with others; 7) Manage resources effectively; 8) Manage yourself by developing your own skills and leading by example. The document encourages managers to develop these skills to make managing easier, more successful, and rewarding.
Details of the training courses run by The Burns Unit tlc. We run both face to face courses or via 90 min Zoom sessions for the advertising and marketing community
The document summarizes perspectives from several CEOs and HR leaders on what it takes for HR to get a seat at the CEO's strategy table. Key ideas include: understanding the business deeply, contributing directly to business goals, running HR like a business by measuring outcomes and ROI, having a unique strategic opinion backed by data, and managing the "white space" to positively impact interconnected business processes. The CEO of Skinner Nurseries emphasizes that HR needs to offer more strategic ideas beyond job ads when critical business needs arise.
Raniel Balboa is seeking an operations manager position where he can improve processes and help a team reach its potential. As a retail veteran with experience in various roles, he wants to challenge himself and set objectives to build a structured environment that fosters growth. Raniel highlights his aptitude for learning quickly in new environments, team-first attitude, resilience in finding better solutions, and insights into understanding what pieces are needed for success. He acknowledges areas for improvement such as focusing on the present, building trust through delegation, avoiding over-involvement, and managing his time effectively.
The document discusses an upcoming business competition and networking events. It provides details on the Step It Up competition, including eligibility, prizes, and judging criteria. The document also lists the dates and locations for upcoming Business Mixer networking events in November in Chicago, Phoenix, and Denver. The events will include discussions on business topics and the announcement of the competition winners.
Canny Bites Book 4 - successfully scale up or exit your business - A BLUEPR...The Pathway Group
Canny Bites books by Safaraz Ali
In the 4th Canny Bites book: successfully scale up or exit your business, Safaraz shares with you a blueprint for sytemising, productising and scaling your business and helping you go past that "next level".
We introduce Clarity and Accelerator Programme under the name of "Scaleezee" to successfully scale up or exit your business
The document discusses factors that contribute to the success or failure of joint ventures (JVs). It notes that over 80% of JVs fail within the first two years. Key factors for success include having a clearly defined long-term strategy and ensuring both parties trust each other. Rushing into a JV to chase short-term opportunities often leads to failure. Successful JVs require alignment on vision, ethics, and direction between partners.
David Carrithers received the Emeritus Member Chairman’s Award from the Center For Job Order Contracting Excellence for his over 16 years of support to the industry and association. The award is the highest honor given to individuals who have made outstanding contributions to CJE nationally and to job order contracting throughout their career. Carrithers has held leadership roles including head of the membership development committee and serving two consecutive years as Industry Chairman. He presented at the yearly conference on partnering and cooperation within construction programs to generate better results.
The document outlines a campaign for Moneycorp US to acquire new international payments clients and improve conversion of existing clients. The campaign will run Google AdWords starting June 13, 2016 with a $1,000 per day budget averaged over 30 days. It will target US citizens looking to send money abroad as well as foreigners in the US sending money home, focusing on states along the eastern seaboard. Keywords will center around money transfer, currencies and country names. The majority of the budget will be spent on generic money transfer terms, with smaller portions allocated to country, currency and competitor keywords as well as remarketing and display ads.
This document outlines a marketing plan for a "Powered By" program to launch new markets, customers, transactions, and profits. It identifies target markets such as globally mobile currency users, digitally active consumers moving away from banks, and more affluent and mobile people globally. Target partners include those focused on digital assets, targeted lifestyles, industry associations, and personalized data. The plan sets goals to generate over $100 million in revenue by 2017. It outlines strategies for partner marketing, direct marketing, social media marketing, and more to acquire over 1,900 new clients within two years. Initial target markets include the US, UK, and other countries.
► Engaging Operations and Strategy Executive possessing a winning blend of business expertise, skill in operations management, and practical experience. Experienced in driving revenue growth and brand visibility in challenging markets.
► Leverages a unique mix of strategic and analytical expertise, consistently exceeding performance and revenue goals by aligning the effort of strong teams with organizational objectives.
This document provides brand guidelines for Lifecycle Construction Services, a full service design-build construction firm. It includes their mission statement, descriptions of their logo and brand colors, guidelines for using their logo on business cards and envelopes, and guidance on digital branding for social media profiles and email signatures. The tilted pentagon logo represents the five services Lifecycle offers and the consistent execution of their work. Times New Roman is provided as the primary typeface with Old Standard as the secondary option.
Targeting Realtors whose clients are foreign nationals purchasing property in the US and moving to the states, at the same time foreign Realtors representing US nationals overseas buying vacation property or retiring overseas.
Moneycorp and Tempus have formed a strategic alliance to launch moneycorp Powered By Tempus in the US, which will offer US consumers access to a global network for international currency trading and payments. The new brand aims to give consumers control over currency payment needs such as purchasing international real estate, paying living expenses abroad, and managing finances for a global lifestyle. It will provide competitive services for foreign exchange and payments in the US, supported by advanced technology and processing efficiencies.
1) Loyalty programs have evolved from simple merchandise and coupon-based programs to complex frequent flyer miles programs involving partnerships between airlines and banks.
2) Early frequent flyer programs were very successful at increasing customer spending and driving loyalty. Members earned miles both from credit card spending and actual flight activity.
3) Over time, generic points programs emerged that allowed members to earn points from a variety of spending activities that could be redeemed for any flight, rather than being limited to specific airline partners. This increased flexibility and attractiveness of the programs.
Transformational Strategies Creating Team, Brand & Market Results!
My passion is in better business growth through better branding, marketing, sales and new development processes. I bring to life transformational strategies, aligned team efforts and create targeted growth. I have mastered building industry alliances, stronger relationships with clients and growing the top line business volume while improving the bottom-line profit margin.
High Definition Impressions (HDI) develops grassroots educational marketing strategies that help healthcare providers and manufacturers expand market share, while promoting patient loyalty and best practices branding. Our well planned and research-based programs are co-created with medical experts for medical experts.
The National Scrip Center has an Employee Honor & Recognition Program to acknowledge excellence among staff. More details about eligibility and awards can be found in the Employee Handbook. This document provides a brief high-level overview of the program.
This document discusses needs-based selling and program management. It provides examples of needs-based selling in different industries. The key aspects of needs-based selling are listening to understand the client's needs, developing solutions to address those needs, and focusing on value over price. The document then discusses program management, including establishing objectives, budgeting, determining performance criteria, communications, selecting rewards, and ongoing administration and evaluation. The goal is to understand client needs and situations and provide customized solutions and recommendations.
More from Organizational Development & Change Management (20)
3. A Thought Creative Thinking 1. Purge : Dispose of old prejudices, procedures and presuppositions that could and do constrict your thinking. 2. Prod: Attack challenges in ways that force you to consider new solutions and new courses of action. 3. Precipitate All of a sudden, out of nowhere, out drops something wild because we're thinking differently. Guy Kawasaki
4. Another Thought “ All things are created twice: first mentally; then physically. The key to creativity is to begin with the end in mind, with a vision and a blueprint of desired results.” - Stephen Covey
5. Insight Into Your Sherpa Dave Carrithers Managed creative organizations, groups and businesses from 2 to 150 20 years experience in semiconductor, chemicals, consumer products, incentives, stored-value & debit cards, development Communications, Marketing, IT, Sales, NBD, Operations Focus on product, business & market development PR, Design, Web, Trade Shows, Direct Mail, Data Base, Advertising (TV, Prints, Radio, Bill Board), Copy Writing Developed $2 billion in incentive products and revenues Managed in a 12 month period over 300 creative projects
6. Insight Into The Group Most are in the design business, along with web, advertising, public relations and some strategic consulting Most have less than 25 employees, with the majority under 10 Most feel that their jobs are more about babysitting, and being the master/ guiding light (a few added ‘the boss’) Most have between 4 years and more than 10 years in creative management Equal amount feel clients understand and don’t understand the creative process Most do not have a fully developed and/or defined project management process BusinessHive Study
7. The Goal Of This Journey In businesses such as yours, the dueling forces of creativity and business can sometimes blur the corporate vision. We will explore some simple tools for achieving a balance between creative satisfaction and the bottom line. You’ll learn how to develop a project-management approach that brings customer value , but doesn’t create a mountain of paperwork; how to motivate a creative staff , but keep the focus on profitability; and how to implement an employee-recognition program that generates results and re-recruits your team every day.
8. Hope To Get Out Of The Session How to balance freedom & control Maintaining a contractor/manager relationship Ideas on improving management style & processes See & hear about what others are doing Boundaries Tips on pulling out of a bad mood Clarity, camaraderie & energy Insight into relationship management ideas Better tools for creative types
9. Hope To Get Out Of The Session Ideas for a more stimulating environment Sharing ideas with other design & studio owners New methods for encouraging team work New methods to inspire creativity How to streamline our process Inspiration, insight & validation Balance budgets Vs. creative time Project management ideas Motivating account staff to think creatively Building teams out of left vs. right brainers
10. Hope To Get Out Of The Session Renewed interest in the business Better focus for the future of my business Management tools & help Management insight See how others are doing it New ideas & leadership skills Employee reviews & happiness Project management process ideas Profit/creative satisfaction balance How do others divide job tasks
14. Meeting Thought Creative management is no accident. It is all about planning & strategy to allow both the chaos of creative individualism to operate within a defined and developed business process. Successful creative doesn’t just happen . The good of the one outweighs the good of the many
15. Today We Will Explore The necessary processes of managing a creative business The necessary spirit & Zeitgeist of a creative business The unsaid elements that impact life & sanity when heading up a creative business Sharing of ideas & experiences Ideas on tools to help The Fine Print: for today to be a worthwhile investment everyone must – share, be involved and think!
16. In Simple Terms Processes Formats Requirements Project Software Performance Reviews Billing Offices Schedules Training Budgets Successful Creative Management Is More Than It Is: ‘ Leadership Of Ideas Focused On A Cause!’
17. The Animals We Have In The Room Dove – totally beautiful, peaceful, yet able to soar Golden Retriever – trusted, sturdy, lovable Panther – sleek, smooth & aggressive Owl – wise, knowledgeable & able to turn 360 Peregrine Falcon – fly where I want, ride thermals Lion – king of the jungle Cat – agility and can clean themselves Dog – like being lazy Bear – not worry about anyone else do what I want Tortoise – plan & plod slowly, resolute, cautious Fox – cunning, swift, beautiful, resourceful, family oriented Human – I’m tired of running around like a dog Phoenix – continually recreating myself Tico & The Golden Wings
18. Share Your Worst & horrible moment in creative management Most memorable & proud moment in creative management
19. Challenging Thoughts Could all the tactics of business management get in the way of what is required to make your business succeed? Could you be doing everything that is taught in business management and still miss the mark? Could you be impacting the lives of those on your team and not realize the cost in human spirit?
20. Lesson Of The Red Suit All people, no matter age, race or history have basic wants & needs Adults are the children they were When we have a beard & costume to hide behind we let our humanity come though Sometimes, listening is more important than delivering
21. A Few Questions? How many of you really listen to what your clients need (not so much want)? How many of you correctly convey the requirements of the client project to the people who need to get it done? How many of you create a spirit of creativity, growth and security in your work environments? How many of you have a relationship with your clients & employees that is enriching and gives you energy? How many of you have a mission that is beyond the bottom line?
22. Look Inward & What Do You Find? How would you describe yourself? A leader? A risk taker? A coach? A teacher? A business person? A facilitator? A judge?
23. Successful Creative Organizations Vision and mission statement that goes beyond the owners / business driver Clearly defined roles & responsibilities Freedom to think and try new things – even fail without persecution (look at it as a learning) Reward & praise openly, criticize and coach in private Strong project management process, self developed but takes benchmarked think from elsewhere Performance reviews that include input from peers, customers and self A Connection of creative results to business results
24. Either Be Comfortable Or Productive Level Of Anxiety Team Performance Complacency = Boredom/Apathy Creative Tension = Excitement Terror = Flight or Catatonia Managing Creativity, by Donna Shirley
25. Successful Creative Organizations A confident leader at the helm that is OK with different views, ideas and solutions Bring the client into the process, as an advocate – this means bring the creative team closer to the client Continual training and education Formal & informal communications approaches Listening skills Continually demonstrations and dialogue on business and why things are done and why not – NO forced actions and beliefs A THINKING ORGANISM
26. The Creative Employee Brain & Heart Different because of the nature of creative people
27. Insights – Creative Employees When are you most creative at work & why? Distractions are minimal and clear direction in terms of what the project needs to encompass Environment that encourages the right mood is vital Knowing the deadline & why Resources, energy & deadline Certain amount of bad stuff before you can make good stuff, it’s fairly easy to make mediocre stuff on the first try When I’m by myself and have a chance to hear my self think and let my mind wander – rather than the feeling I get when I stay within boundaries at “creative meetings” BusinessHive creative research study, July 2001
28. Insights – Creative Employees Biggest Beefs/Concerns? Lack of understanding as to what needs to happen to make a job happen Creative must use their talents, but some projects are better suited for different styles Wanting the best results with the least amount of time to do it and the least resources – only thing to draw upon is your energy and there is a price to pay Slick & cool looking does not equal good idea Taking the day-to-day and even bigger things people do for granted and not recognizing accomplishments through salary and pats-on-the-back BusinessHive creative research study, July 2001
29. Insights – Creative Managers On Managing Creative Teams? Creativity doesn’t happen between 9 to 5 – allow flexibility in place & time – maybe provide lap tops Provide training, all types, to allow growth in the individual When assigning teams make sure the personalities match up/ work and fairly divide up the work on a team The past was about individuals getting noticed, a great TV or print campaign. Now it is the entire relationship with the consumer and customer It is all about the team – no room for individual glory Today is about every-single-day sort of attention and effort BusinessHive creative research study, July 2001
30. Insights – Creative Managers On Managing Creative Teams? Immediacy, the old adage about the biz used to be ‘but what have you done for me lately?’ Now- a-days ‘lately’ is the last 10 minutes. No time to look back – the only way is up! What’s my role as a creative? Used to be that, even through a creative person might feel pressure and unwanted input from the client, once they got to the shoot, or the edit or the press check they felt like they were in control. Now it might be a clients IT department? Point is – creative people are having a tough time finding their ‘stake’ in the process BusinessHive creative research study, July 2001
31. Insights – Creative Managers On Managing Creative Teams? Today creative business need multi-disciplined, multi-taskers who can think Get rid of deadwood fast Tough for creative folks to be as heroic as in the past, it is important for creative businesses to respect and congratulate the breakthrough creative thinking A year ago money was no object. Guess what? It is an object Creativity is a curvy thing it doesn’t always happen on schedule or in a vacuum BusinessHive creative research study, July 2001
32. Insights – Creative Managers On Managing Creative Teams? I had this really creative designer, but he was so hard to handle. He truly believed his so called creativity gave him license to flout an organization’s rules and common courtesies. As long as he regularly produced good ideas, he could afford to act the part of a corporate free spirit. BusinessHive creative research study, July 2001
33. Personal Insight: Catalog Team Amuck 10 people in the business Dedicated to catalog design & production Strong technical leader, no vision Worked off each previous year Employees had no team & no voice Headed for complete breakdown 68 year old owner of the company added to the breakdown
34. Personal Insight: Catalog Team Amuck Met with leader first Then each player one-on-one in their offices, more formal and no more than 10 minutes Next met one-on-one in a more casual environment (grab a soda) Craved leadership not dictatorship, wanted vision Manager thought he was doing the right thing – never asked, never even thought to
35. Creative Management Acknowledge creative contribution They want credit for their ideas Loathe those who take credit for their ideas Creative people can’t be fit in into tidy stereotypes Develop a mission and value statement that all buy-into: Truth, trust, respect & unity Share your experiences, ideas & changes
36. Let Me Share A Story Sir Ernest Shackleton’s British Imperial Trans-Antarctic Expedition of 1914 to 1916 with the goal of accomplishing the first crossing of the Antarctic continent, a feat he considered to be the last great polar journey of the "Heroic Age of Exploration." In December 1914, Shackleton set sail with his 27-man crew, many of whom, it is said, had responded to the following recruitment notice: "Men wanted for hazardous journey. Small wages. Bitter cold. Long months of complete darkness. Constant danger. Safe return doubtful. Honor and recognition in case of success. —Ernest Shackleton."
37. Let Me Share A Story Endurance crew spent 2 years in the Artic circle and on the ice Shackleton said all of them would get home They were experienced polar explorers They accomplished the unheard of: Survived the sinking of their ship Minimal food stores Sailing the most dangerous seas on the planet Crossing an uncharted mountain range
38. How? Shackleton’s Leadership 1. Never lose sight of the ultimate goal, and focus energy on short-term objectives. 2. Set a personal example with visible, memorable symbols and behaviors. 3. Instill optimism and self-confidence, but stay grounded in reality. 4. Take care of yourself: Maintain your stamina and let go of guilt. 5. Reinforce the team message constantly: "We are one—we live or die together." 6. Minimize status differences and insist on courtesy and mutual respect. 7. Master conflict—deal with anger in small doses, engage dissidents, and avoid needless power struggles. 8. Find something to celebrate and something to laugh about. 9. Be willing to take the Big Risk. 10. Never give up—there's always another move. Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton's Antarctic Expedition
39. Break Time Thoughts ‘ Of all the things a leader should fear, complacency should head the list.’ John Maxwell Charisma is a liability -- something to be overcome, like a speech impediment. Executive compensation and company performance are not linked. Technology has nearly zilch to do with sparking a company's transformation from run-of-the-mill to top-of-the-hill. - Built To Last, Jim Collins
40. Break Time Thoughts Under the guidance of this modest but determined leader, a company must come to terms with three tough questions: 1. What can it be the best at? 2. What drives its economic engine? 3. And what are its people passionate about? - Built To Last, Jim Collins
44. A Thought Be Ready ‘To every person there comes in their lifetime that special moment when you are figuratively tapped on the shoulder and offered the chance to do a very special thing, unique to you and your talents. What a tragedy if that moment finds you unprepared or unqualified for work which could have been your finest hour!’ - Sir Winston Churchill
45. The Following Will Reduce turn over Build employee & team loyalty Reduce individual stress, especially among quite types Reduce or eliminate surprises Allow for changing direction & gaining buy in Build a ‘thinking organization’
46. The Necessary Tools To Manage A mission & values statement Roles & responsibilities Career direction setting & determining Appropriate project management Feedback & communications (formal & relaxed)
47. Mission & Values Statement Why? Creative types need a mission & vision to believe in and rally behind They need to feel that they have been a part of developing it Should be up-dated at minimum 2 times a year Attached copies of one example of how to do it Remember, once you do it live it You need to be a living example
48. Roles & Responsibilities Have done before you hire someone Clear definition of job personalities and the positions role within the organization The position should not be designed for a specific person Clearly out line: Job description Who they report to and who reports to them Any specific areas of additional responsibilities Client interaction expectations, etc.
49. Individual Career Direction Setting Before you hire spend one-one-one non-formal time (small group even better) More than performance reviews every six months – ‘daily adjustments’ Chance to benchmark personal success Encourage maintaining personal portfolios & resumes: Why? Reminds the individual of all they have accomplished Carry out 360 degree feed back Personal development & training plan Time management, presentation skills
50. Appropriate Project Management Personal Insight: “ Be super creative, as long as it’s green & fits in a number ten envelop!”
51. Appropriate Project Management MethodLogic – Creative Commerce Group Project tools over kill Project tools drive results Over Chinese food great ideas 1 day design session = great input Freely misses plan dates Project plan dates are everything Entrepreneurial fluid thinking Industrial linear thinking Works in bursts 24 hours a day Works intensely 8 to 5 Interactive – easily gets off track Guarded interactions Develops by trial & error - reactive Develops by milestones & proactive All about originality & success All about knowledge & resources Creative Thinking Task-Based Thinking Challenge me! I love the interaction! Do not challenge me!
52. Appropriate Project Management Build a process that brings value to the client, beyond completion of the project, on-time & on-budget (more than budget management) Most overlooked element is requirements gathering – the more questions the better Build a list, as a team, of every possible question that you could ask to help make sure the client gets what they need Regurgitate what you hear and learn Hold cross functional team meetings on large projects Include in performance reviews % time followed/complete Project management training Sell your process as much as your creative ability
55. Appropriate Project Management What you need to take into account: Project owner Requirements gathering step (questions & understanding) Confirmation Group / Resource assignment Milestones/ Dates Who does what, when and to whom Communications and confirmation Priority setting Completion & feed back Never assume anything!
56. ‘Human Factor’ In PM = Velocity Determine up front how much or little the specific project requires the tools, tracking and formal processes Create a vision the team can belive in, including how fast and why Create a sense of urgency and action (if it can be done now then do it) Important means speed – velocity only comes with a clear understanding of where you started and where you are going Make it real, make it tangible The pace of the leader sets the pace of the pack!
57. Feedback & Communications Formal Employee surveys Performance reviews Client benchmarking Industry research & reports Relaxed One-on-one conversations Quick surveys after a project
58. The Business World Today… Creates leadership vacuums: Consensus management Group think Political correctness The tallest blade gets cut first Fear of risk No where are these points written – they are learned!
59. I’m Here To Tell You … It is not going to be the technology It is not going to be the client It is not doing to be the tools It is not going to be the management You are the single most critical element to a successful creative team… U
60. A Quick Story U.S. Navy Cmdr. Mike Abrashoff took the worst ship in the Navy and transformed it into the top ship in the Pacific Fleet. In 1997, Abrashoff, a well-decorated officer, was assigned command of the USS Benfold, a ship with a $60 million budget and a crew of 300. Under his people-first leadership, crew retention increased from 28 to 100 percent, the ship achieved best-ever results in every competitive category, and it consistently operated at 75 percent of budget, returning millions to U.S. taxpayers. To cap off Abrashoff's success, the Benfold won the prestigious Spokane Trophy for the best ship in the U.S. Navy's Pacific Fleet.
61. Break Time Thoughts Killer Be’s Be brave! Be bold! Be adventurous! Be courageous! Be persistent! The best way to predict your future is to create it!
64. Thoughts The deepest principle in human nature is the craving to be appreciated. ~ William James I think the problem of management of creative people is both fantastically difficult & important. - Abraham Maslow
65. Employee Insights All businesses have employee problems Most companies operate between the world of employee myth and reality
66. Employee Insights Employees were asked what they would be willing to do to earn a trip valued at $2,000: 79% Improve attitudes 71% Increase workloads 68% Work more hours 67% Increase the speed and intensity of work (Wirthlin Worldwide, Aug. 2001) Average cost to find, hire, train a new employee = $20,000 to $50,000
67. Employee Insights A study of CEOs by Transearch, an executive recruiting firm, 46 percent of respondents said that finding good people and keeping them is their single biggest worry . Similarly, three quarters of the corporate officers in a McKinsey study said their companies had insufficient talent or were "chronically talent-short across the board." The number of 35-to-44 year olds -the critical wellspring of management talent-is expected to decline 15 percent by 2015 , according to the U.S. Census Bureau. "At the end of the day, we bet on people , not strategies." Larry Bossidy, CEO AlliedSignal
68. Types of Programs Attendance Suggestions (reduce costs, generate revenue, quality of life) Quality Initiatives Safety Service Anniversary Employee/Sales Referrals Honor & Recognition Productivity Team Building Change Management Customer Service Gift (Holidays, etc.) Training/Certification On-the-Spot Thanks
69. ‘Individual Success’ = Spirit Utilize recognition & incentives Non-cash rewards are better Both team and individual rewards & recognition Reward for each milestone or important result Say thank you, in writing and in group settings Hold up performers Hold a kick off meeting followed up with an activity Reward positive behaviors openly, handle poor behaviors privately and one-on-one (use as a learning experience) Get management to ‘stop by’ performing individuals cubes/offices or meetings to say ‘I heard and wanted to say…’ Create performance legends & stories Positive spirit begins with you
70. ‘Individual Success’ = Spirit ‘ The moment people in an organization are recognized, they will act to get recognition. The moment they realize that the organization rewards for the right behavior, they will accept it.’ Peter Drucker – WSJ Positive, Immediate and Certain Change requires a motivator - what gets rewarded gets done Award needs to have meaning and be beyond the living basics Cash is limited in promotion value, long-term remembrance and excitement
71. Motivation Basics Psychic Income Monetary Needs Move beyond the basic needs, “more than monetary” Tap into the psychic needs Look beyond the common place, every day Maslow’s Pyramid Self- Realization Fulfillment of potential Personal Esteem Honor, job importance, title Social Acceptance Love, togetherness, teamwork, recognition by family, friends, neighbors Security From economic and physical danger Physical Comfort Food, drink, clothing, shelter
72. Non-Cash Rewards Are More Powerful NON-CASH REWARDS Offers special recognition — “trophy value,” peer recognition, bragging rights Have a higher perceived value — are less expense than cash because of perceived value Have more impact than cash because they are promotable, memorable, and special CASH Is cold and non-emotional Is confidential — not socially acceptable to brag about how much cash you have Can never have a higher perceived value — $100 is always $100 Doesn’t stand out because it’s not unique, memorable nor promotable VS
73. Trophy Value Tangible symbol - more than cash compensation Provides sense of award prestige Lasting memory of effort and sponsoring company - impact Reinforcement to motivate future behavior
74. Type Of Rewards Large merchandise catalogues Catalogues from retail/direct mail companies Wide variety of merchandise from manufacturers Group and individual travel Retail gift certificates Universal gift certificates Web certificates/ points Open incentive cards Cash/Payroll Trophies/Plaques (H&R) Logoed merchandise Event tickets In-kind/discounts/coupons Frequent flyer miles Phone Cards Selective or “filtered” incentive cards
76. ‘Individual Success’ = Spirit Have a strategy for reinforcing the new behaviors that align with your new work design - Creating a successful team structure requires changes in behavior for everyone . Identifying the desired behaviors, and reinforcing them immediately, will bring about a smoother change. Use a demand-pull model for motivating employees - The specific, team-supportive behaviors expected from employees should be clearly communicated. As team members and leaders begin to use these behaviors and become more self-directed, they should be given more control and more freedom to act, make decisions, gain autonomy, get access to reward/celebration funds, etc. With this approach, teams are motivated to move forward, receive more training, and excel within the team system. Reference: Daniels, Aubrey. Bringing Out the Best in People
77. ‘Individual Success’ = Spirit Make the criteria for receiving reinforcement and rewards clear and achievable - The more unclear contingencies for rewards are, the more confusion and skepticism employees will exhibit . Reward and reinforce individual efforts as well as team performance - Individual recognition is important, but use it to reinforce a members contributions to the team. Reference: Daniels, Aubrey. Bringing Out the Best in People
78. ‘Individual Success’ = Spirit Empower teams gradually and systematically - turn over responsibilities such as self-management and decision making only when team members are ready, and initially provide a limited scope for them. Handing over complete empowerment immediately , especially when employees are not used to it, can be disruptive and counter-productive. Reference: Daniels, Aubrey. Bringing Out the Best in People
79. Other Ideas Find ways to help employees lives by offering service for performance, like lawn care, house cleaning, chef in the house Hold peer review session twice a year where each member presents what they think is the best they have done and why – let peers review, stay out of it (yet make sure it doesn’t get nasty) Have activities that involve the family
80. Topic Change Preparedness Ideas: Meet with employees to build a plan of action in case of disaster Build a phone and e-mail list (including personal contact information) and mail to all homes, keep a copy in safe deposit box Reference attached article
81. Final Thoughts Energy, effort and enthusiasm are all parts of successful creative efforts. Take care of yourself physically. Eat & exercise sensibly. Get enough rest and relaxation. Creativity and creative life are marathons, not hundred-yard dashes. The environment you fashion out of your thoughts, your beliefs, your ideals, your philosophy is the environment you live in.
82. Thank You For Your Time David Carrithers, Chief Bee Keeper Providing consulting services for business individuals looking for honest and straightforward counseling, coaching & implementation of business solutions that improve profit performance and loyalty with employees, channels and customers . www.BusinessHive.com Generating Results Through: Targeted Individualized Coaching Program Improved Customer & Employee Loyalty Enhanced Product, Market & Business Development Results Profitable Brainstorming & Product Creation Faster & More Accurate Product & Business Launch Management Unbiased Incentive Program Assessment & Support Dynamic Organizational Development 707-484-3620 or e-mail David@BusinessHive.com