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Risk Management Best Practice 1 – Map Corporate Risks to Operational Processes

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All enterprises face a unique set of risks that threatens long-term organizational success and viability. Like corporate level performance measures, it can be difficult to readily ‘see’ the day-to-day activities that initiate, amplify, or mitigate these risks. Mapping corporate risks to the line organization’s executable processes illuminates the risk related activities so they can be appropriately monitored and managed.

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Ten Ways to Engage Your Workforce in 2012

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As we start a new year, leaders will once again ask themselves how they can engage their people – often asking employees to do more with less. Let me start by observing that you can’t motivate people. You need to hire motivated top performers and then make sure you don’t demotivate them. Here are some ways to ensure you don’t:

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About the Author

Dr. Linda Henman, the catalyst for virtuoso organizations, is the author of Landing in the Executive Chair, among other works. She is an expert on setting strategy, planning succession, and developing talent. For more than 30 years she has helped executives and boards in Fortune 500 Companies and privately-held organizations dramatically grow their businesses. She was one of eight succession planning experts who worked directly with John Tyson after his company’s acquisition of International Beef Products. Some of her other clients include Emerson Electric, Avon, Kraft Foods, Edward Jones, and Boeing. She can be reached in St. Louis at www.henmanperformancegroup.com.

Practices for Professionals – Effective Use of Discretionary Effort

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In this fast-paced marketplace and certainly during these challenging economic conditions, StrategyDriven Professionals typically find themselves working more than forty hours a work. More common among these professionals is a forty-five hour work week with others working fifty hours a week.

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System Development

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Organizational performance measures work together to illustrate a complex picture of performance; cascading up and down the organization and horizontally across it. Subsequently, it is important that the characteristics of performance measures within the system be well aligned to enable multi-indicator information development and data flow.

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How to Turn Disagreements into Great Decisions for Your Small Business

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I find if flattering when someone on my team disagrees with me. It says they care more about the firm than themselves or offending me. The first thing we cover at our two-day strategic planning session is our ‘Rules of Engagement’. It’s posted on an oversized sheet and taped to the wall. It says:

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About the Author

Tom Salonek is the founder and CEO of Intertech, a successful technology and training company in the upper midwest. Intertech twice has been awarded a place on the Inc 500 list of fastest growing companies in the nation and is a seven-time ‘Best Places to Work’ winner in Minnesota. Building a Winning Business 70 Takeways is Tom’s first book. He also blogs at TomSalonek.com. To read Tom Salonek’s complete biography, click here.