Secrets of Power Problem Solving by Roger Dawson provides an insightful examination of the theories and practices associated with decision-making. Throughout his book, Roger challenges commonly held beliefs about the decision-making process and provides actionable methods to effectively address problems of all types… of which he indicates there are only two, people and money issues.
In Secrets of Power Problem Solving, Roger presents methods for answering several key decision-making questions:
Does the Problem Deserve a Solution?
Is the Problem Real or Imagined?
How Quickly Should You Choose?
Intuition or Rapid Reasoning?
What Makes You a Great Problem Solver?
Benefits of Using this Reference
StrategyDriven Contributors like Secrets of Power Problem Solving because of its logical, well-structured approach to everyday decision-making that will be of value to new and seasoned professionals. Roger provides immediately implementable methods for effectively dealing with both people and money challenges. Furthermore, each chapter is summarized by a “Key points from this chapter” list that makes periodic review of his book for principles reinforcement easy and fast.
If we had one suggestion to offer it would be that the flow of the book and its recommendations would be more easily synthesized by the reader if an overview of the decision-making process was presented in the beginning of the book. This is a very minor point as a moderately experienced decision-maker can easily follow Roger’s line of thinking throughout the book.
Effective decision-making is both a role and challenge for today’s professionals. Secrets of Power Problem Solving’s methods provide new and seasoned professionals with a collection of decision-making practices that will help them become better decision-makers. Additionally, the recommendations Roger presents throughout his book are very well aligned with StrategyDriven’s decision-making best practices; making Secrets of Power Problem Solving a StrategyDriven recommended read.
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2012-07-26 06:45:322016-05-02 18:18:41Recommended Resource – Secrets of Power Problem Solving
The word ‘team’ is overused in business; it gets applied to any group of humans in a work setting. However, when you define a team as everything, you end up with nothing.
The best and most concise definition for corporate teams I have found comes from The Wisdom of Teams by Jon R. Katzenbach and Douglas K. Smith. They define a team as “a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.” The crucial words are ‘common purpose’ and ‘mutually accountable.’ Without these, you don’t have a team.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Since growing up in his family’s boating business to founding his company CMI, Bruce Hodes has dedicated himself to helping companies grow by developing executive leadership teams, business leaders and executives into powerful performers. Bruce’s adaptable Breakthrough Strategic Business Planning methodology has been specifically designed for small-to-mid-sized companies and is especially valuable for family company challenges. In February of 2012 Bruce published his first book Front Line Heroes: Battling the business Tsunami by developing high performance organizations (Volume 1). With a background in psychotherapy, Hodes also has an MBA from Northwestern University and a Masters in Clinical Social Work. More info: [email protected], 800-883-7995, www.cmiteamwork.com.
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2012-07-25 06:57:442018-12-15 16:51:55Creating Customer Focused Teams, Part 1
Thomas Murner (1475 – 1537) German satirist and poet
Author of Appeal to Fools
Many business professionals almost singularly focused on identifying and fixing ‘the ugly’ – shortcomings that result in their organization’s most adverse outcomes. This focus is understandable as extremely poor performance can cause irreparable damage. The approach, however, omits critical examination of a range of organizational performance, ‘the good’ and ‘the bad;’ placing the organization at risk of achieving only suboptimal performance.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
Subscribe to the StrategyDriven Insights Library
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually).
https://www.strategydriven.com/wp-content/uploads/iStock_000016920271XSmall.jpg282426StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2012-07-24 06:40:082018-10-20 13:37:05Evaluation and Control Program Best Practice 3 – Assess the Good, the Bad, and the Ugly
Do you know the real reasons why your lost customers decided to stop working with your company? Do you understand the unmet needs of your most dissatisfied clients?
When you are part of a senior management team running a large business, it can be easy to become insulated from the day-to-day realities of how your company is handling its customer base. Often, internal customer satisfaction data and lost client information is filtered and distorted as it makes its way up the organizational chain of command, resulting in a less than complete picture of the actual customer experience.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Richard Schroder is president of Anova Consulting Group, a leading market research and consulting firm focused on Win Loss Analysis and Client Satisfaction Research. He is a sought-after speaker and a recognized thought leader in Win Loss Analysis. He is the author of a new book, From a Good Sales Call to a Great Sales Call (McGraw-Hill, 2011). To read Richard’s complete biography, click here.
Performance within groups typically does not just happen. For a group to really perform well it needs practice. The group needs to understand the best way to organize itself for performance. This concept is commonly understood by sports teams and the military. They clearly see the need to give groups opportunities to practice. Boot Camp for the military and pre-season workouts for sports teams are the norm.
It is interesting to note in business that there is far less interest or appreciation of group development and the need for practice. Team practice, for the most part, is not factored into the business or corporate world. We form groups in business and march them into the corporate battle zone expecting them to perform and when they fail we are surprised.
This whole process was once again revealed to me as my business, CMI, went through the process of putting together a high performance work team. In 2008, we expanded our organization by one. A full 25 percent change growth in our employee numbers. This growth caused a change in our work mix and demands. In essence, we needed less administrative work and more research and marketing.
As we went through the expansion process, some basic truths about teams, groups, and performance helped me traverse this territory.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Since growing up in his family’s boating business to founding his company CMI, Bruce Hodes has dedicated himself to helping companies grow by developing executive leadership teams, business leaders and executives into powerful performers. Bruce’s adaptable Breakthrough Strategic Business Planning methodology has been specifically designed for small-to-mid-sized companies and is especially valuable for family company challenges. In February of 2012 Bruce published his first book Front Line Heroes: Battling the business Tsunami by developing high performance organizations (Volume 1). With a background in psychotherapy, Hodes also has an MBA from Northwestern University and a Masters in Clinical Social Work. More info: [email protected], 800-883-7995, www.cmiteamwork.com.
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2012-07-18 06:42:552016-01-31 17:36:47Creating Teams
A VETERAN OWNED SMALL BUSINESS | Call or text now for a FREE consultation: +1 (770) 765-3692 | Website Login
Business Programs
Recommended Resource – Secrets of Power Problem Solving
/in Decision-Making, Recommended Resources/by StrategyDrivenby Roger Dawson
About the Reference
Secrets of Power Problem Solving
by Roger Dawson provides an insightful examination of the theories and practices associated with decision-making. Throughout his book, Roger challenges commonly held beliefs about the decision-making process and provides actionable methods to effectively address problems of all types… of which he indicates there are only two, people and money issues.
In Secrets of Power Problem Solving, Roger presents methods for answering several key decision-making questions:
Benefits of Using this Reference
StrategyDriven Contributors like Secrets of Power Problem Solving because of its logical, well-structured approach to everyday decision-making that will be of value to new and seasoned professionals. Roger provides immediately implementable methods for effectively dealing with both people and money challenges. Furthermore, each chapter is summarized by a “Key points from this chapter” list that makes periodic review of his book for principles reinforcement easy and fast.
If we had one suggestion to offer it would be that the flow of the book and its recommendations would be more easily synthesized by the reader if an overview of the decision-making process was presented in the beginning of the book. This is a very minor point as a moderately experienced decision-maker can easily follow Roger’s line of thinking throughout the book.
Effective decision-making is both a role and challenge for today’s professionals. Secrets of Power Problem Solving’s methods provide new and seasoned professionals with a collection of decision-making practices that will help them become better decision-makers. Additionally, the recommendations Roger presents throughout his book are very well aligned with StrategyDriven’s decision-making best practices; making Secrets of Power Problem Solving a StrategyDriven recommended read.
Creating Customer Focused Teams, Part 1
/in Management & Leadership, Marketing & Sales/by Bruce HodesWhat is a Customer Focused Team?
The word ‘team’ is overused in business; it gets applied to any group of humans in a work setting. However, when you define a team as everything, you end up with nothing.
The best and most concise definition for corporate teams I have found comes from The Wisdom of Teams by Jon R. Katzenbach and Douglas K. Smith. They define a team as “a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.” The crucial words are ‘common purpose’ and ‘mutually accountable.’ Without these, you don’t have a team.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Subscribing to the Self Guided Program - It's Free!About the Author
Evaluation and Control Program Best Practice 3 – Assess the Good, the Bad, and the Ugly
/in Business Performance Assessment Program, Evaluation & Control Program, Premium/by StrategyDrivenThomas Murner (1475 – 1537)
German satirist and poet
Author of Appeal to Fools
Many business professionals almost singularly focused on identifying and fixing ‘the ugly’ – shortcomings that result in their organization’s most adverse outcomes. This focus is understandable as extremely poor performance can cause irreparable damage. The approach, however, omits critical examination of a range of organizational performance, ‘the good’ and ‘the bad;’ placing the organization at risk of achieving only suboptimal performance.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually).
Not sure? Click here to learn more.
Don’t need a subscription? Buy access to Evaluation and Control Program Best Practice 3 – Assess the Good, the Bad, and the Ugly for just $2!
Departed Client Analysis: Opening Formal Channels of Feedback to Improve Customer Retention
/in Marketing & Sales/by Richard SchroderDo you know the real reasons why your lost customers decided to stop working with your company? Do you understand the unmet needs of your most dissatisfied clients?
When you are part of a senior management team running a large business, it can be easy to become insulated from the day-to-day realities of how your company is handling its customer base. Often, internal customer satisfaction data and lost client information is filtered and distorted as it makes its way up the organizational chain of command, resulting in a less than complete picture of the actual customer experience.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Subscribing to the Self Guided Program - It's Free!
About the Author
Learn more about the Anova Consulting Group at www.TheAnovaGroup.com.
Creating Teams
/in Management & Leadership/by Bruce HodesPerformance within groups typically does not just happen. For a group to really perform well it needs practice. The group needs to understand the best way to organize itself for performance. This concept is commonly understood by sports teams and the military. They clearly see the need to give groups opportunities to practice. Boot Camp for the military and pre-season workouts for sports teams are the norm.
It is interesting to note in business that there is far less interest or appreciation of group development and the need for practice. Team practice, for the most part, is not factored into the business or corporate world. We form groups in business and march them into the corporate battle zone expecting them to perform and when they fail we are surprised.
This whole process was once again revealed to me as my business, CMI, went through the process of putting together a high performance work team. In 2008, we expanded our organization by one. A full 25 percent change growth in our employee numbers. This growth caused a change in our work mix and demands. In essence, we needed less administrative work and more research and marketing.
As we went through the expansion process, some basic truths about teams, groups, and performance helped me traverse this territory.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Subscribing to the Self Guided Program - It's Free!
About the Author