For the purposes of personnel resource estimation, what is an individual worth? The answer may seem obvious. A full-time equivalent (FTE) or full-time employee is typically considered to be ‘worth’ 2000 hours of labor per year; calculated as the product of fifty, 40 hour work weeks.
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Robert Thompson, author of The Offsite and founder of Applied Performance, a leadership and personal communications services company, shares with us his insights regarding: the five principles of the Leadership Challenge, the differences between management and leadership, whether leaders are born or developed, and the four questions executives and managers should ask of themselves to further develop their leadership abilities.
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“Mediocrity knows nothing higher than itself, but talent instantly recognizes genius.” Sir Arthur Conan Doyle Author, The Adventures of Sherlock Holmes
“A team has a certain potential. Nevertheless, simply being a team – a group of individuals wearing the same uniform or working at the same company – means little when it comes to realizing its potential. Here’s the question to be asked: ‘We are many, but are we much?’ The role of the leader is […]
StrategyDriven Podcast Episode 19, Validate the Extremes, examines why and under what circumstances models generate less than accurate results, provides an example illustrating the kind of model output which could lead decision-makers to take inappropriate action, and recommends questions analysts should ask to prevent being misled by erroneous model output.
To say the accountable organization manages by fact may seem to suggest that a utopia exists, one in which all circumstances can be defined by ones and zeros. Within this utopian organization, executives and managers act to harvest the ones and discard the zeros.
While this is clearly not the case, managing by fact does imply that executives and managers leading accountable organizations strive to eliminate the subjectivity and raw opinion that is sometimes injected into the decision-making process; grounding decisions on a more tangible, objective foundation.
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As a midshipman at the United States Naval Academy, I learned several powerful leadership tools that convey confidence, competence, and responsiveness; ultimately enhancing my and the organization's effectiveness at getting things done. One of these tools is the midshipman's Five Basic Responses...
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Performance studies of today’s intricate, technology-driven organizations and the fast paced business environments in which they operate yield unprecedented amounts of data.
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Evaluators performing business performance assessments often find themselves awash in data suggesting their company’s performance significant lags that of competitors and top industry performers. Evidence suggesting the need to improve may be so plentiful that the self assessors come to believe immediate reforms must be made if to only ensure the continued viability of their organization.
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StrategyDriven Podcast Episode 18 identifies why a diverse set of models should be employed during performance of a strategic analysis, describes the steps used to select the appropriate models for an evaluation, and explores the risks of using models and what to do if a situation arises where an appropriate model is not available to support the evaluation.
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Business Programs
Resource Projection Best Practice 5 – The 40 Hour Work Week
/in Premium, Resource Projection/by StrategyDrivenFor the purposes of personnel resource estimation, what is an individual worth? The answer may seem obvious. A full-time equivalent (FTE) or full-time employee is typically considered to be ‘worth’ 2000 hours of labor per year; calculated as the product of fifty, 40 hour work weeks.
StrategyDriven Podcast Special Edition 1 – An Interview with Robert Thompson, author of The Offsite: A Leadership Challenge Fable
/in Management & Leadership, StrategyDriven Podcast/by StrategyDrivenRobert Thompson, author of The Offsite and founder of Applied Performance, a leadership and personal communications services company, shares with us his insights regarding: the five principles of the Leadership Challenge, the differences between management and leadership, whether leaders are born or developed, and the four questions executives and managers should ask of themselves to further develop their leadership abilities.
Podcast: Play in new window | Download (42.6MB)
Subscribe: RSS
Leadership Inspirations – Recognizing Talent
/in Leadership Inspirations/by StrategyDriven“Mediocrity knows nothing higher than itself, but talent instantly recognizes genius.” Sir Arthur Conan Doyle Author, The Adventures of Sherlock Holmes
Leadership Inspirations – Ask the Correct Question
/in Leadership Inspirations/by John Wooden“A team has a certain potential. Nevertheless, simply being a team – a group of individuals wearing the same uniform or working at the same company – means little when it comes to realizing its potential. Here’s the question to be asked: ‘We are many, but are we much?’ The role of the leader is […]
StrategyDriven Podcast Episode 19 – Validate the Extremes
/in Strategic Analysis, StrategyDriven Podcast/by Nathan IvesStrategyDriven Podcast Episode 19, Validate the Extremes, examines why and under what circumstances models generate less than accurate results, provides an example illustrating the kind of model output which could lead decision-makers to take inappropriate action, and recommends questions analysts should ask to prevent being misled by erroneous model output.
Podcast: Play in new window | Download (21.4MB)
Subscribe: RSS
Organizational Accountability Best Practice 1 – Fact-Based Management
/in Organizational Accountability, Premium/by StrategyDrivenTo say the accountable organization manages by fact may seem to suggest that a utopia exists, one in which all circumstances can be defined by ones and zeros. Within this utopian organization, executives and managers act to harvest the ones and discard the zeros.
While this is clearly not the case, managing by fact does imply that executives and managers leading accountable organizations strive to eliminate the subjectivity and raw opinion that is sometimes injected into the decision-making process; grounding decisions on a more tangible, objective foundation.
Leadership Lessons from the United States Naval Academy – The Five Basic Responses
/in Leadership Lessons from the United States Naval Academy, Premium/by StrategyDrivenStrategic Analysis Best Practice 8 – Validate the Extremes
/in Premium, Strategic Analysis/by StrategyDrivenPerformance studies of today’s intricate, technology-driven organizations and the fast paced business environments in which they operate yield unprecedented amounts of data.
Business Performance Assessment Program Best Practice 3 – Avoid Using Absolutes
/in Business Performance Assessment Program, Premium/by StrategyDrivenEvaluators performing business performance assessments often find themselves awash in data suggesting their company’s performance significant lags that of competitors and top industry performers. Evidence suggesting the need to improve may be so plentiful that the self assessors come to believe immediate reforms must be made if to only ensure the continued viability of their organization.
StrategyDriven Podcast Episode 18 – Diverse Models
/in Strategic Analysis, StrategyDriven Podcast/by StrategyDrivenStrategyDriven Podcast Episode 18 identifies why a diverse set of models should be employed during performance of a strategic analysis, describes the steps used to select the appropriate models for an evaluation, and explores the risks of using models and what to do if a situation arises where an appropriate model is not available to support the evaluation.
Podcast: Play in new window | Download (40.3MB)
Subscribe: RSS