The balance of power is tipping toward the feminine with more women taking on the workforce by graduating en masse from higher education well and above their male counterparts as well as starting businesses and taking a leading role in how major companies around the world are run. When it comes to women on business, […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2015-01-22 06:14:462016-01-30 21:56:38Women on Business: Taking the Lead and Making a Difference
Condition reports provide detailed information on the organization’s performance deficiencies, operational events, and opportunities for improvement. That information, however, is typically captured in a voluminous long text format unconducive to the type of aggregate analysis providing insights to the underlying causes and precursor challenges required of proactive management action. Applying standardize, short text causal codes to condition reports helps overcome this analytical challenge.
https://www.strategydriven.com/wp-content/uploads/CAPCausalCodes.jpg283425Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2015-01-20 06:33:592018-12-23 13:28:49Corrective Action Program Best Practice 6 – Condition Report Causal Codes
In a professional setting, projecting confidence can make or break an interaction and have a significant impact on how others perceive your character and professional abilities. Those who appear confident are often assumed to be more capable in their jobs and more worthy of trust and respect. Your communication style can play a significant role […]
Condition reports capture adverse conditions or trends data so to enable an appropriate organizational response. Consequently, those documenting issues must provide enough information for responders to evaluate the condition within a timeframe consistent with its significance. Concurrently, too much data must not be required such that reporting problems is administratively burdensome or time consuming; creating a barrier to reporting. To ensure these objectives are met, minimum data reporting standards must be in place and reinforced.
Regardless of the degree to which an organization embraces the values of a learning organization, the reporting of some specific adverse conditions or trends may be perceived to be unwelcomed by one or more potential condition report authors. Whether or not a chilling environment exists, individuals having this perception will likely not report these specific issues and may report few, if any, others because of a fear of reprisal. Consequently, such circumstances rob an organization of the opportunity to improve unless there is a mechanism in place that provides these individuals with a degree of professional safety.
https://www.strategydriven.com/wp-content/uploads/Anonymous.jpg19741200Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2015-01-06 06:13:542018-12-23 13:19:27Corrective Action Program Best Practice 5 – Anonymous Condition Reports
Words count. Put together, they reflect corporate culture. Used out of context, words become excuses, gibberish, rationales and basically wastes of energy. When people hear certain words and expressions often enough, they parrot them. Rather than use critical thinking to communicate, many people often gravitate to the same old tired catch phrases. I sat in […]
https://www.strategydriven.com/wp-content/uploads/HankMoore2.jpg333290StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2015-01-02 06:29:512015-12-19 21:16:53The Big Picture of Business – Avoid the Tired, Trite Terms: Encourage Original Thought, Focus on Priorities and Strategy
Active employee engagement is critical to corrective action program effectiveness. Not only are engaged employees more dedicated to reporting the occurrence of adverse conditions and trends, they are more also more committed to identifying and implementing corrective actions. Subsequently, leaders should proactively involve employees throughout the corrective action process.
https://www.strategydriven.com/wp-content/uploads/Feedback.jpg16001200Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2014-12-30 06:04:502018-12-23 13:05:38Corrective Action Program Best Practice 4 – Initiator Feedback
Effective condition report forms balance the need for data with the ease of problem reporting. Enough data must be collected to enable problem investigation, prioritization, and resolution. Concurrently, the administrative burden of completing a condition report must be minimized to facilitate issue reporting.
How much of what our clients intend us to understand say do we hear accurately? How much of our own bias is involved? What’s the difference between when we hear accurately what our clients mean, and when we make assumptions or bias what we think we heard? As coaching and consulting professionals, we need to […]
https://www.strategydriven.com/wp-content/uploads/SharonDrewMorgen1.jpg300300StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2014-12-16 11:00:532018-06-08 21:04:32Are We Hearing What Our Clients Are Saying?
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Business Programs
Leadership Inspirations – Revealing Character
/in Leadership Inspirations/by StrategyDriven“Sports do not build character. They reveal it.” Heywood Broun, Jr (1888 – 1939) American sportswriter, newspaper columnist, and editor
Women on Business: Taking the Lead and Making a Difference
/in Diversity & Inclusion/by Michelle PattersonThe balance of power is tipping toward the feminine with more women taking on the workforce by graduating en masse from higher education well and above their male counterparts as well as starting businesses and taking a leading role in how major companies around the world are run. When it comes to women on business, […]
Corrective Action Program Best Practice 6 – Condition Report Causal Codes
/in Corrective Action Program, Premium/by Nathan IvesCondition reports provide detailed information on the organization’s performance deficiencies, operational events, and opportunities for improvement. That information, however, is typically captured in a voluminous long text format unconducive to the type of aggregate analysis providing insights to the underlying causes and precursor challenges required of proactive management action. Applying standardize, short text causal codes to condition reports helps overcome this analytical challenge.
Confident Communication
/in Business Communications/by Jayne LatzIn a professional setting, projecting confidence can make or break an interaction and have a significant impact on how others perceive your character and professional abilities. Those who appear confident are often assumed to be more capable in their jobs and more worthy of trust and respect. Your communication style can play a significant role […]
Corrective Action Program – Minimum Condition Report Data Requirements
/in Corrective Action Program, Premium/by Nathan IvesCondition reports capture adverse conditions or trends data so to enable an appropriate organizational response. Consequently, those documenting issues must provide enough information for responders to evaluate the condition within a timeframe consistent with its significance. Concurrently, too much data must not be required such that reporting problems is administratively burdensome or time consuming; creating a barrier to reporting. To ensure these objectives are met, minimum data reporting standards must be in place and reinforced.
Corrective Action Program Best Practice 5 – Anonymous Condition Reports
/in Corrective Action Program, Premium/by Nathan IvesRegardless of the degree to which an organization embraces the values of a learning organization, the reporting of some specific adverse conditions or trends may be perceived to be unwelcomed by one or more potential condition report authors. Whether or not a chilling environment exists, individuals having this perception will likely not report these specific issues and may report few, if any, others because of a fear of reprisal. Consequently, such circumstances rob an organization of the opportunity to improve unless there is a mechanism in place that provides these individuals with a degree of professional safety.
The Big Picture of Business – Avoid the Tired, Trite Terms: Encourage Original Thought, Focus on Priorities and Strategy
/in Business Communications, Practices for Professionals/by Hank MooreWords count. Put together, they reflect corporate culture. Used out of context, words become excuses, gibberish, rationales and basically wastes of energy. When people hear certain words and expressions often enough, they parrot them. Rather than use critical thinking to communicate, many people often gravitate to the same old tired catch phrases. I sat in […]
Corrective Action Program Best Practice 4 – Initiator Feedback
/in Corrective Action Program, Premium/by Nathan IvesActive employee engagement is critical to corrective action program effectiveness. Not only are engaged employees more dedicated to reporting the occurrence of adverse conditions and trends, they are more also more committed to identifying and implementing corrective actions. Subsequently, leaders should proactively involve employees throughout the corrective action process.
Corrective Action Program Best Practice 3 – Employ Multiple Condition Report Types
/in Corrective Action Program, Premium/by Nathan IvesEffective condition report forms balance the need for data with the ease of problem reporting. Enough data must be collected to enable problem investigation, prioritization, and resolution. Concurrently, the administrative burden of completing a condition report must be minimized to facilitate issue reporting.
Are We Hearing What Our Clients Are Saying?
/in Announcements, Business Communications, Practices for Professionals/by Sharon Drew MorgenHow much of what our clients intend us to understand say do we hear accurately? How much of our own bias is involved? What’s the difference between when we hear accurately what our clients mean, and when we make assumptions or bias what we think we heard? As coaching and consulting professionals, we need to […]