the sherlock holmes handbook the methods and mysteries of the worldamp

the sherlock holmes handbook the methods and mysteries of the worldamp

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the sherlock holmes handbook the methods and mysteries of the worldampApproved third parties also use these tools in connection with our display of ads. Sorry, there was a problem saving your cookie preferences. Try again. Accept Cookies Customise Cookies Please try again.Feb 8 - 26The Signal Model described in this book is a validated framework focused on the most frequent and pressing problems that impact business performance. With it you can identify strengths and gaps in your organizations. Armed with these insights, you can move to action using the tools and resources provided to close gaps ad improve results. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required. Get your Kindle here, or download a FREE Kindle Reading App.To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyses reviews to verify trustworthiness. Sorry, there was a problem saving your cookie preferences. Try again. Accept Cookies Customise Cookies Depending on your delivery address, VAT may vary at Checkout. For other items, please see details. Please try again.Feb 6 - 26The Signal Model described in this book is a validated framework focused on the most frequent and pressing problems that impact business performance. Armed with these insights, you can move to action using the tools and resources provided to close gaps ad improve results. Hier kaufen, or download a FREE Kindle Reading App.To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. It also analyses reviews to verify trustworthiness. The twelve critical success factors offered by Bevenour and Gwozda can serve as a quick diagnostic to help managers focus their energy and realign structure with strategic intent. Please try again.Please try again.http://aktien-analyse.de/images/designjet-1055-manual.xml

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The Signal Model described in this book is a validated framework focused on the most frequent and pressing problems that impact business performance. Armed with these insights, you can move to action using the tools and resources provided to close gaps ad improve results. Warranty may not be valid in the UAE. To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Compel all executives to confront reality and agree on ground rules for working together. Run a no-slack launch on a parallel track with regular systems; make sure there are early, visible victories. Limit the company to three or four initiatives. Compress launch to quickly engage key executives and to identify and confront those not on board. Rapidly cascade the changes to all employees to boost engagement. Anticipate and defuse postlaunch blues, midcourse overconfidence, and the presumption of perpetual motion. They wish they had engaged employees sooner and quickly drummed up support for the new vision. They wish they hadn’t waited so long to test their assumptions and refine their key initiatives. And they wish they had generated some visible returns early on, to accelerate the commitments and reinforce the expectations of employees, customers, suppliers, and investors. More than 25 years ago, I began chairing an innovative program that convened groups of CEOs and their executive teams for two-week sessions at Harvard Business School, where they collaborated with faculty members and noncompeting peers on solving their most serious challenges. They met again nine months later to share their experiences. Within a few years, a clear pattern emerged from the program: The biggest barrier to corporate transformation was getting organizations to execute their bold new ideas quickly.http://www.fuchingrading.com/upload/file/designjet-1050c-plus-service-manual.xml Since then, from my direct involvement as principal process architect in more than 25 corporate transformations led by new and sitting CEOs, I’ve concluded that many talented executives don’t fully appreciate the following subtle but powerful insights: Yet, embedded in most organizations are six kinds of “speed brakes” that can slow things down to a grinding pace. However, during a bold transformation, which requires rapid action, any one of them can derail the larger effort. Rather than teeing up big ideas and targeting big results, executive decision makers try to avoid big mistakes. They hunker down in their respective areas of responsibility, believing they are too busy with daily operations to get involved in reimagining the entire business. The problem is, transforming an enterprise requires intensive cooperation among executive peers. Strong traditional units have to share resources with unproven or underperforming units, and often they must sacrifice something they value for the good of the whole. Those who control the most resources or institutional assets tend to monopolize discussions, trump new ideas, and strong-arm decision making, thereby reinforcing the status quo. The management culture in the U.S. automotive industry was so cautious a couple of decades back that General Motors had to create Saturn, a geographically separate greenfield subsidiary, to free up the executive attention and the design and development resources needed to respond to the small-car challenge of foreign competitors. Typically, a history of half-baked, half-hearted, and half-lived change programs undermines confidence that the current challenge will be treated any differently. Without a clear vision and definite commitment from above, even the most capable and energetic members of the leadership team will hesitate to raise new ideas for moving forward—and the less-proven executives will feel even more reluctant to speak their minds about what is wrong and how to improve things.http://www.bosport.be/newsletter/boss-harmonist-hr-2-manual But all that work will be wasted if the leader hasn’t paused to establish that all executives must help chart the new course. Every member of your management team must understand the requirement to take an active role—no exceptions. If you permit wallflowers during the planning phase, they are likely to cast long, passive shadows over the organization when it comes time for execution. You can start by getting the leadership team to agree on a simple set of ground rules for discussing ideas, engaging in critical thinking, and making decisions. Be ready to enforce them, because team members are likely to revert to their old ways if you don’t. This lets people focus on the thinking rather than on running through a complex program. The value is in the discussions with one another.” You must describe the major steps and deliverables in your launch process as well as how and when people at different levels in the company will become engaged in the transformation launch and journey. Guarantee anonymity, and assemble the findings in an unattributed, verbatim fashion. In addition, gather fact-based insights from inside and outside the organization to test the assumptions underlying your new business model. And then road test everything in the organization before drawing conclusions and finalizing the transformation plan. By avoiding a false start with your management team, you won’t have to revisit strategic questions, redo key elements of your business model, or reprioritize initiatives—all of which would bog down your launch and sap energy from execution. There isn’t room within established systems to plan and launch a transformation—in fact, they often get in the way. Forcing the launch process into the organization’s preexisting calendar of meetings will give short shrift to this important work and not allow adequate time for the structured dialogue that’s so essential to breaking new ground.https://lg-asesoria.com/images/98-honda-civic-manual-window-regulator.pdf At the beginning of the launch process, target a few high-value initiatives or obvious obstacles for immediate action. These “quick starts” will serve as early symbols of the seriousness of your transformational intentions. The boost in energy and momentum will be palpable. Running a no-slack launch alongside the routine management process for a few months will enable you to accelerate the transformation, gaining not only precious time but also energy, commitment, and momentum (see the exhibit “The No-Slack Launch”). The solution? Create a compressed launch process that runs in tandem with established systems. The road map must be spare. With proper preparation and good design, your team and the ones reporting directly to it should go from confronting reality to finalizing initiatives in three to four meetings, interspersed with prework, testing, and refinements. The accompanying schedule must be highly compressed. If team members feel they don’t have quite enough time, you probably have it about right. When people receive a few extra weeks to complete a step, they often wait until the last week or so to bear down. Just a few extensions can balloon a three-month launch phase into six months or even a year. They will perform these cross-organizational duties in addition to being responsible for their own departments’ progress on all initiatives. By performing both roles, executive leaders will greatly increase the transformation’s traction. Many leaders who follow that advice find themselves shunted onto the side tracks, still waiting to fire up their engine as the market roars by and valuable employees leave to find better vehicles to advance their careers. Preparation is important, but not at the expense of motion. And motion is critical, because it allows you to accrue small victories that entice the undecided to come on board. The moment a solution is envisioned, put it into play. If it proves to be faulty, quickly drop it—and chalk it up as a lesson to apply to your transforming business. A common fear is that if they admit they’ve chosen a wrong path or gotten the timing wrong, they will lose their ability to motivate the team to try other things. So instead, they pile new initiatives on top of the ones that are struggling—and the result is gridlock. All new memos about initiatives went into a desk drawer. If anyone from corporate followed up on a memo, it was pulled out and tagged for action. At the end of the month, if nobody called about the rest of the memos, that stack was moved to a second drawer. And after two months, anything left in the second drawer was thrown away. Suppose that Finance puts new tools in place to better control overhead costs. And then Human Resources introduces a new employee performance management system to better identify top contributors. Marketing initiates a campaign to boost sales of new products. Manufacturing kicks off a Six Sigma program that will eventually touch Marketing, Sales, and Finance. And the top executive team embarks on a culture-change effort to improve morale and retention (ironically, the low morale stems from too many initiatives overloading the system and the people). Individually, each project makes sense, but when launched simultaneously, with no regard for strategic alignment or prioritization, these multiple layers of activity easily overwhelm the organization. Workers’ capacity to execute will become a choke point if the programs are not prioritized and sequenced. In the most successful corporate transformations, managers restrict their action agendas to three, or at most four, well-articulated companywide initiatives—each one containing only two or three carefully selected areas of focus tied to clear outcome metrics. When you start multiplying the initiatives by the areas of focus, you’ll quickly realize that exceeding this guideline will gridlock the organization. Having to oversee and guide the work of so many teams, the previous CEO had led the whole company into gridlock. When the new leader’s compressed transformation agenda made it possible for everyone in the organization to focus time, attention, and resources on the turnaround, people were able to contribute much greater value to the effort. As a result, the retailer dramatically improved shareholder value, customer satisfaction, and employee retention by the end of the first year. If the transformation agenda hadn’t been tightened, managers and employees would have been forced to develop their own ways of coping with directionless and oppressive gridlock. Making choices about what not to do so that resources will go to the most important initiatives is not easy, but it must be done to release this brake on your firm’s transformation. Many executives, even if they acknowledge this problem, choose to avoid conflict and hope that the clarity and efficacy of their grand plan will quickly win people over. And they’re mostly right. After the top leader creates safe passage, establishes a reliable process architecture geared for speed and high engagement, and brings performance and behavior expectations into sharp focus, many team members will commit to the new transformation agenda. But after 90 days, make those changes. Don’t wait two years for people to quit on you.” More important, how soon do you need to act. The simple answer is sooner rather than later, or run the risk that just one or two people will disrupt the speed of your organization’s progress from planning to achieving breakthrough results. Even during the first few weeks of your launch, time compression helps to highlight three types of managers who could cause problems: Deal with those individuals first. That will send a strong signal to the other members of the team as well as to the rest of the organization that you mean business. Then you can coach people to rise to the transformation challenge. But it is essential to confront the latter issue as quickly as possible because disengaged employees can really slow down your progress. I just didn’t think we’d get there this fast.” If you can’t rapidly engage all employees and get them to commit to the agenda initiatives early on, the top team may move on to new challenges and strategies before your initial message reaches the full organization. Employee events during launch—often held off-site—usually take place over several days, sometimes a week or two. But such events won’t do a bit of good if you (a) wait too long to hold them or (b) fail to engage and align employees from the outset. The CEO decided to assemble a team of HR professionals to lead the global rollout of a five-day communications and competency-development program, but securing employees’ engagement, alignment, and commitment in achieving the new initiatives was left for a follow-on program. By the time the second program reached all employees, almost two years had passed, and the company was shifting to the next phase in its ongoing transformation. Because employees had received extensive training before they were properly indoctrinated, many were not sure what specifically to do in their jobs to contribute to the first phase of the company’s transformation. Contrast the approach described above with the experience of a major retailer that took only a few weeks to engage and align its 40,000 employees around the world with its transformation plans and initiatives. On the first day of the cascade, the regional vice presidents (executives three levels below the CEO who had been part of the intensive, three-month, no-slack launch) gathered in a room with their district managers. The major initiatives were presented, one at a time—and then the regional VPs, sitting at tables with their teams, shared the commitments they had made to drive each initiative before facilitating a discussion about how their district managers could contribute. At the end of the day, all participants turned in their preliminary commitments to action in their immediate areas of responsibility. Within one week, the district managers met with their regional VPs to finalize their commitments; a couple of weeks after that, they gathered for a day with all the store managers in their districts and went through the same process, which the store managers repeated with their teams. The cascade concluded with a three-hour companywide event early on a Sunday morning, right before doors opened to customers at all 800-plus stores. A conscious decision had been made to defer essential training and development until managers and employees were engaged and committed, because then people would be better motivated to learn. The entire global high-engagement cascade took less than two months to complete. The last thing you need is an early chorus of “Are we there yet?” from the people who led the planning and launch phases. This is critical, because the more intensive and engaging the transformation launch, the harder it can be to sustain the heightened levels of energy, focus, and performance. Sometimes, the shift from planning to doing is mistaken as a departure from the big ideas that were the grist of the launch phase. As the day-to-day grind retakes center stage during the first quarter in the execution phase, old habits can gradually sneak up on the system. Leaders who had begun working in a more open and engaging way might switch back to command-and-control mode or turn their attention to other important activities. Priorities set in the launch phase will be challenged as people respond to more-immediate pressures to meet tactical goals. In addition, you must resist the temptation to constantly add new ideas to the mix to provoke or stimulate employees. They cannot be completely avoided, but they are recognizable, and executive leaders and general managers can minimize their drag on the transformation effort. The moment you hear the words “Hey, we’re over the hump,” you are about to hit the first one. Here are some ways to work through them. The top leader has to make sure managers at all levels receive and relay a consistent message about the need to drive the key transformation initiatives in the agreed-upon manner. One way to signal your shift into execution mode is to start weekly staff meetings with a review of progress on transformation initiatives, calling attention to people and plans that have drifted out of alignment and noting early lessons that need to be quickly shared. These behaviors will keep the transformation energy high and everyone’s focus where it needs to be. The transformation initiatives are now well understood, and results have begun to register. A feeling of smooth sailing can set in. You will encounter unexpected execution challenges. The business model will need refining, and you will need to tweak initiatives based on lessons from early execution. As the excitement of the launch wears off, some executives may lobby for old, familiar methods that are more to their liking and better aligned with their existing skills. If you do not step up to affirm the commitments to transformation that have been so carefully put in place, other leaders may try to undo all the hard work that got everyone focused and moving down the new path. Beyond conducting a rigorous midcourse assessment of the transformation process itself, an effective way to increase both speed and traction is to hold quarterly checkpoint meetings that involve the top three levels of leaders and immediately follow each of them with mini-cascades, interventions that take place throughout the company. In fact, it’s better if they take only an hour or two each quarter and are folded right into regular operations. For instance, field supervisors on a construction site can chat with employees over coffee and donuts on the tailgate of a pickup truck before people start working. The important thing is to keep everyone, not just top executives, engaged and informed so they can make timely adjustments to accelerate progress. You’ll even hear a few executives say, “Let’s not go through that again!” But the fact is, a fresh look at everything is necessary. Now that the organization has given the transformation initiatives an extended test drive, the leadership team should reexamine them and the thinking behind them, drawing on everyone’s experience to make informed changes. Having been through all this before, the leadership team should be able to accomplish the launch redux in a rigorous but streamlined manner. Some of the methods for releasing the brakes may seem counterintuitive. For instance, it might not be obvious at first how you can accelerate change by pausing to establish safe passage or setting time aside for structured dialogue, or how you can accomplish sweeping transformation by restricting your focus to a very few important initiatives. But the tactics discussed in this article will help you plan and execute a rapid corporate reinvention that actually sticks. This is a discipline that all CEOs and general managers will have to master to be successful in the twenty-first century. Harvard Business Publishing is an affiliate of Harvard Business School. These qualities depend on a set of strategic networking skills that nonleaders rarely possess.These qualities depend on a set of strategic networking skills that nonleaders rarely possess. Indeed, it’s a requirement even for those focused simply on doing their current jobs well. For some, this is a distasteful reality. Working through networks, they believe, means relying on “who you know” rather than “what you know”—a hypocritical, possibly unethical, way to get things done. But even people who understand that networking is a legitimate and necessary part of their jobs can be discouraged by the payoff—because they are doing it in too limited a fashion. Operational networking is geared toward doing one’s assigned tasks more effectively. It involves cultivating stronger relationships with colleagues whose membership in the network is clear; their roles define them as stakeholders. Personal networking engages kindred spirits from outside an organization in an individual’s efforts to learn and find opportunities for personal advancement. Strategic networking puts the tools of networking in the service of business goals. At this level, a manager creates the kind of network that will help uncover and capitalize on new opportunities for the company. The ability to move to this level of networking turns out to be a key test of leadership. But typically these programs facilitate only operational networking. Likewise, industry associations provide formal contexts for personal networking. The unfortunate effect is to give managers the impression that they know how to network and are doing so sufficiently. A sidebar notes the implication for companies’ leadership development initiatives: that teaching strategic networking skills will serve their aspiring leaders and their business goals well. These qualities depend on a set of strategic networking skills that nonleaders rarely possess. Networking: creating a tissue of personal contacts to provide the support, feedback, and resources needed to get things done. Some think they don’t have time for it. Others disdain it as manipulative. But to really succeed, you must master strategic networking—by interacting regularly with people who can open your eyes to new business opportunities and help you capitalize on them. Build your strategic network, and burnish your own—and your company’s—performance. To lessen the pain and increase the gain: To overcome any qualms about it, identify a person you respect who networks effectively and ethically. Observe how he or she uses networks to accomplish goals. Through these events, she developed her own business and learned things about her clients’ companies that generated business and ideas for other divisions in her firm. Instead, take every opportunity to give to—and receive from—people in your networks, whether you need help or not. The main problem he faced was time: Where would he find the hours to guide his team through a major upgrade of the production process and then think about strategic issues like expanding the business. The only way he could carve out time and still get home to his family at a decent hour was to lock himself—literally—in his office. Meanwhile, there were day-to-day issues to resolve, like a recurring conflict with his sales director over custom orders that compromised production efficiency. Networking, which Henrik defined as the unpleasant task of trading favors with strangers, was a luxury he could not afford. But when a new acquisition was presented at a board meeting without his input, he abruptly realized he was out of the loop—not just inside the company, but outside, too—at a moment when his future in the company was at stake. Over the past two years, we have been following a cohort of 30 managers making their way through what we call the leadership transition, an inflection point in their careers that challenges them to rethink both themselves and their roles. In the process, we’ve found that networking—creating a fabric of personal contacts who will provide support, feedback, insight, resources, and information—is simultaneously one of the most self-evident and one of the most dreaded developmental challenges that aspiring leaders must address. Typically, managers rise through the ranks by dint of a strong command of the technical elements of their jobs and a nose-to-the-grindstone focus on accomplishing their teams’ objectives. When challenged to move beyond their functional specialties and address strategic issues facing the overall business, many managers do not immediately grasp that this will involve relational—not analytical—tasks. Nor do they easily understand that exchanges and interactions with a diverse array of current and potential stakeholders are not distractions from their “real work” but are actually at the heart of their new leadership roles. Not surprisingly, for every manager who instinctively constructs and maintains a useful network, we see several who struggle to overcome this innate resistance. Yet the alternative to networking is to fail—either in reaching for a leadership position or in succeeding at it. The first helped them manage current internal responsibilities, the second boosted their personal development, and the third opened their eyes to new business directions and the stakeholders they would need to enlist. While our managers differed in how well they pursued operational and personal networking, we discovered that almost all of them underutilized strategic networking. In this article, we describe key features of each networking form (summarized in the exhibit “The Three Forms of Networking”) and, using our managers’ experiences, explain how a three-pronged networking strategy can become part and parcel of a new leader’s development plan. Effective leaders learn to employ networks for strategic purposes. The number and breadth of people involved can be impressive—such operational networks include not only direct reports and superiors but also peers within an operational unit, other internal players with the power to block or support a project, and key outsiders such as suppliers, distributors, and customers. The purpose of this type of networking is to ensure coordination and cooperation among people who have to know and trust one another in order to accomplish their immediate tasks. That isn’t always easy, but it is relatively straightforward, because the task provides focus and a clear criterion for membership in the network: Either you’re necessary to the job and helping to get it done, or you’re not. In one case, Alistair, an accounting manager who worked in an entrepreneurial firm with several hundred employees, was suddenly promoted by the company’s founder to financial director and given a seat on the board. He was both the youngest and the least-experienced board member, and his instinctive response to these new responsibilities was to reestablish his functional credentials. Acting on a hint from the founder that the company might go public, Alistair undertook a reorganization of the accounting department that would enable the books to withstand close scrutiny. Alistair succeeded brilliantly in upgrading his team’s capabilities, but he missed the fact that only a minority of the seven-person board shared the founder’s ambition. A year into Alistair’s tenure, discussion about whether to take the company public polarized the board, and he discovered that all that time cleaning up the books might have been better spent sounding out his codirectors. Thus, most operational networking occurs within an organization, and ties are determined in large part by routine, short-term demands. Relationships formed with outsiders, such as board members, customers, and regulators, are directly task-related and tend to be bounded and constrained by demands determined at a higher level. Of course, an individual manager can choose to deepen and develop the ties to different extents, and all managers exercise discretion over who gets priority attention. It’s the quality of relationships—the rapport and mutual trust—that gives an operational network its power. Nonetheless, the substantial constraints on network membership mean these connections are unlikely to deliver value to managers beyond assistance with the task at hand.