Question: As a leader, are there times when I should hold back my opinions? StrategyDriven Response: (by Roxi Hewertson, StrategyDriven Principal Contributor) It is a balancing act for leaders to know just how much to talk and how much to listen. Extroverted leaders have a particular challenge because they talk to think as an important […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2013-12-18 06:33:212015-09-17 23:46:10The Advisor’s Corner – When Should I Remain Quiet?
Mood-lites A Mood-Factory product www.themoodfactory.com About the Product Mood-lites are light bulbs that emit soft, colored ambient light; helping to positively influence affected individuals’ mood. Mood-Factory introduced its first incandescent Mood-lites in 2004 and expanded the line to include flood, porch, and compact florescent bulbs in 2012. Mood-lite colors were developed by applying expert color […]
Silent Killer #4: Worship of Information In our rush to ‘modernize’ everything and make our enterprises more efficient, we have mistakenly come to believe that information is our most valuable commodity. But data and information are useless without human beings to interpret them. These days, computers can do just about anything – except think for […]
https://www.strategydriven.com/wp-content/uploads/CMajer.jpg9675StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2013-12-12 11:46:072016-08-25 09:28:416 Silent Productivity and Profitability Pitfalls, part 5 of 7
Every single employee is important in an organization, but there is nothing more vital than having leaders to drive change and manage day-to-day work. These leaders might be supervisors, managers or partners, but they are hugely important regardless of what department of the business they work in. So it is time to figure out whether […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2013-12-12 06:41:562016-01-31 14:06:41Does Your Business Have True Leaders?
Continuous performance improvement requires focus on both near-term operational priorities and long-term strategic capabilities and initiatives. In order to be optimally effective, performance assessments must be performed in a timely manner such that the subsequent recommended improvement activities can be implemented and effective prior to key operational events. Furthermore, the right organizational resources – particularly personnel – must be available to successfully conduct any assessment. By using self-assessment planning calendars, program coordinators gain the prerequisite insight to schedule assessments and resources far enough in advance to achieve these two imperatives.
https://www.strategydriven.com/wp-content/uploads/iStock_000011191384XSmall.jpg282425Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2013-12-10 06:03:562018-12-16 16:50:15Business Performance Assessment Program Best Practice 10 – Assessment Calendars
Silent Killer #3: Bureaucratic Styles To most people, bureaucracy is a bad word, synonymous with ‘red tape’ and wasted time. Yet, despite the negative connotations, most companies still operate bureaucratically – insisting employees work inside of increasingly complex structures with processes and procedures designed to standardize or control everything. While this might have been the […]
https://www.strategydriven.com/wp-content/uploads/CMajer.jpg9675StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2013-12-05 11:41:022016-08-25 09:29:516 Silent Productivity and Profitability Pitfalls, part 4 of 7
This year, 2013, marks the 100th anniversary of the Federal Reserve System, and central bankers are taking a historical perspective. That is “good advice in general,” Fed Chairman Ben Bernanke told attendees at the Fourteenth Jacques Polak Annual Research Conference, in Washington, D.C earlier this month. “An appreciation of the parallels between recent and historical […]
https://www.strategydriven.com/wp-content/uploads/Base3000x3000-SDEPP.jpg30003000StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2013-12-05 06:43:472016-06-11 16:11:58StrategyDriven Editorial Perspective – Panic of 1907 vs Great Recession of 2008
Question: Is there a way to tell if I’m an ‘at-risk’ leader? StrategyDriven Response: (by Roxi Hewertson, StrategyDriven Principal Contributor) Sure. You can ask yourself the questions below to get a good start and then you can and should regularly ask for direct or anonymous constructive feedback from your direct reports, peers, leader and others. […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2013-12-04 06:22:142015-09-17 23:45:04The Advisor’s Corner – Am I an At-Risk Leader?
Federal, state, and local governments regulate almost every aspect of the business environment. While many requirements necessitate one-time actions, others govern ongoing business operations. Performance measures dedicated to monitoring compliance with regulatory requirements and possessing thresholds tailored to ensuring timely, preemptive corrective actions prevent noncompliance, provide regulatory margin, and minimize management distraction.
The value derived from performing business performance assessments directly correlates to the effectiveness of the program itself. In order to maximize its value, the self-assessment program must be efficiently administered, the individual assessments insightful, and the follow-on improvements recommendations actually implemented. Shortfalls in any of these aspects diminish the program’s overall return on investment. Therefore, organization leaders should ensure the self-assessment program is optimally executed much like the self-assessment program helps ensure effective, efficient execution of the organization’s other activities.
https://www.strategydriven.com/wp-content/uploads/ContinMonitor.jpg282425Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2013-11-26 06:08:292018-12-16 16:46:16Business Performance Assessment Program Best Practice 9 – Continuous Monitoring and Periodic Assessment
A VETERAN OWNED SMALL BUSINESS | Call or text now for a FREE consultation: +1 (770) 765-3692 | Website Login
Business Programs
The Advisor’s Corner – When Should I Remain Quiet?
/in The Advisor's Corner/by Roxi HewertsonQuestion: As a leader, are there times when I should hold back my opinions? StrategyDriven Response: (by Roxi Hewertson, StrategyDriven Principal Contributor) It is a balancing act for leaders to know just how much to talk and how much to listen. Extroverted leaders have a particular challenge because they talk to think as an important […]
Recommended Resources – Mood-lites
/in Recommended Resources/by Nathan IvesMood-lites A Mood-Factory product www.themoodfactory.com About the Product Mood-lites are light bulbs that emit soft, colored ambient light; helping to positively influence affected individuals’ mood. Mood-Factory introduced its first incandescent Mood-lites in 2004 and expanded the line to include flood, porch, and compact florescent bulbs in 2012. Mood-lite colors were developed by applying expert color […]
6 Silent Productivity and Profitability Pitfalls, part 5 of 7
/in Management & Leadership, Tactical Execution/by Chris MajerSilent Killer #4: Worship of Information In our rush to ‘modernize’ everything and make our enterprises more efficient, we have mistakenly come to believe that information is our most valuable commodity. But data and information are useless without human beings to interpret them. These days, computers can do just about anything – except think for […]
Does Your Business Have True Leaders?
/in Management & Leadership/by Elizabeth HillEvery single employee is important in an organization, but there is nothing more vital than having leaders to drive change and manage day-to-day work. These leaders might be supervisors, managers or partners, but they are hugely important regardless of what department of the business they work in. So it is time to figure out whether […]
Business Performance Assessment Program Best Practice 10 – Assessment Calendars
/in Business Performance Assessment Program, Premium/by Nathan IvesContinuous performance improvement requires focus on both near-term operational priorities and long-term strategic capabilities and initiatives. In order to be optimally effective, performance assessments must be performed in a timely manner such that the subsequent recommended improvement activities can be implemented and effective prior to key operational events. Furthermore, the right organizational resources – particularly personnel – must be available to successfully conduct any assessment. By using self-assessment planning calendars, program coordinators gain the prerequisite insight to schedule assessments and resources far enough in advance to achieve these two imperatives.
6 Silent Productivity and Profitability Pitfalls, part 4 of 7
/in Management & Leadership, Tactical Execution/by Chris MajerSilent Killer #3: Bureaucratic Styles To most people, bureaucracy is a bad word, synonymous with ‘red tape’ and wasted time. Yet, despite the negative connotations, most companies still operate bureaucratically – insisting employees work inside of increasingly complex structures with processes and procedures designed to standardize or control everything. While this might have been the […]
StrategyDriven Editorial Perspective – Panic of 1907 vs Great Recession of 2008
/in StrategyDriven Editorial Perspective/by Cara WickThis year, 2013, marks the 100th anniversary of the Federal Reserve System, and central bankers are taking a historical perspective. That is “good advice in general,” Fed Chairman Ben Bernanke told attendees at the Fourteenth Jacques Polak Annual Research Conference, in Washington, D.C earlier this month. “An appreciation of the parallels between recent and historical […]
Podcast: Play in new window | Download (Duration: 10:14 — 14.3MB)
Subscribe: RSS
The Advisor’s Corner – Am I an At-Risk Leader?
/in The Advisor's Corner/by Roxi HewertsonQuestion: Is there a way to tell if I’m an ‘at-risk’ leader? StrategyDriven Response: (by Roxi Hewertson, StrategyDriven Principal Contributor) Sure. You can ask yourself the questions below to get a good start and then you can and should regularly ask for direct or anonymous constructive feedback from your direct reports, peers, leader and others. […]
Performance Measures and Thresholds Aligned with Regulatory Standards
/in Organizational Performance Measures, Premium/by Nathan IvesFederal, state, and local governments regulate almost every aspect of the business environment. While many requirements necessitate one-time actions, others govern ongoing business operations. Performance measures dedicated to monitoring compliance with regulatory requirements and possessing thresholds tailored to ensuring timely, preemptive corrective actions prevent noncompliance, provide regulatory margin, and minimize management distraction.
Business Performance Assessment Program Best Practice 9 – Continuous Monitoring and Periodic Assessment
/in Business Performance Assessment Program, Premium/by Nathan IvesThe value derived from performing business performance assessments directly correlates to the effectiveness of the program itself. In order to maximize its value, the self-assessment program must be efficiently administered, the individual assessments insightful, and the follow-on improvements recommendations actually implemented. Shortfalls in any of these aspects diminish the program’s overall return on investment. Therefore, organization leaders should ensure the self-assessment program is optimally executed much like the self-assessment program helps ensure effective, efficient execution of the organization’s other activities.