Business strategy and quality,free multimedia video presentation software list,free download mp4 codec for windows media player 9 - Good Point

If you are in need of a solid strategic business plan, not just a write up of what you are already doing, we can work together to create one that that you will be truly passionate about. Interpretation – Development of a summary “interpretation” document and present (without judgment or reservation) the best opportunities that will create new revenue and growth opportunities.
Review and Refine – This is a collaborative review and critique of the possibilites presented in the “Interpretation phase”.
Strategic Planning – Once the Review and Refinement phase is completed which may take numerous iterations, we take all of the information and conclusions and convert them into a, somewhat, traditional Strategic Business Plan. Tactical Execution – If it is decided to move forward with the strategic plan created in the previous phase, the next step is to convert it to a tactical implementation plan which will, again, be an iterative process that might include other organizational leaders and specialists as well as outside research resources and vendors. When you ask the people right down at the coalface, however, you tend to get a different set of words used, including ‘unclear’, ‘wrongheaded’, ‘fuzzy’, ‘bizarre’ and ‘they must have been completely out of their mind when they thought that would work’. So why do employees tend to have a different view of a strategy when compared to a senior management team?
All of these things affect how an employee views the strategy being espoused by their managers.
Communication about your strategy needs to energise and rally your employees around an idea. Be insistent on levels of performance expected from your staff to give them an understanding of the boundaries that exist—about what is acceptable and what is unacceptable.
When you are consistent and persistent but not insistent, the drive for individuals to perform fades, and individual efforts rule the day. When you are consistent and insistent but not persistent, frustration results as you expect great performance some of the time, but appear not to care the rest of the time.

And if you are insistent and persistent but not consistent you create confusion as the goalposts of ‘good’ performance or behaviour seem to shift depending on the individual. It’s only when you are consistent, persistent and insistent that you can expect sustained high performance from an empowered team. Cascading directions from the strategy for staff to execute is insufficient unless the authority and capability to execute accompanies the direction. If they have the capability but you starve them of the authority they will grow frustrated by the apparent micromanagement. Performance management systems need to be both clear in what they apply to and the standards that are expected, and consistently enforced. In executing a strategy, leaders must be mindful of their communication (both in content and channel), their actions, their direction and the support they provide to employees to allow them to follow that direction, and their performance management system. Change Factory can help you to design and implement a robust implementation plan for your strategy, making change easy. Selfies sriracha YOLO, bicycle rights freegan biodiesel mumblecore deep v brunch banjo Terry Richardson authentic single-origin coffee. Employee engagement is an often discussed topic within the Human Resources fraternity, and with good reason. Performance management has some essential elements and tools, required to create a committed team of people who demonstrate personal leadership in executing the organisation’s strategy…regardless of the organisation.
There are ‘growth’ strategies, ‘breadth’ strategies, ‘holistic’ strategies, and my personal favourite, ‘tactical’ strategies. To be effective, then, managers need to apply the following principles to their communications, actions, directives, and the design of their performance management system.

This means being insistent all the time—not just around performance review time, or the end of the month, or when the reporting is due. This means expecting the same results from all of your staff—not letting poor performance slide because an individual is ‘usually’ a stellar performer, or conversely throwing a party when a poor performer manages to meet their expected targets. If they have the authority but not the capability, expect errors in decision making as they apply their best efforts. Without one or both of these factors, staff become disinterested or frustrated with the system, or you will get patchy results in the execution of your strategy as some staff take the strategy on board and others don’t.
Having any of these items either incongruent with your strategy or poorly executed makes your strategy unlikely to succeed. They should be a means by which we describe a desired outcome that invokes a vivid mental picture of our goal.
A persistent leader drives performance from their staff all year, not just in isolated pockets.
It is only when the performance management system is both clear and well- and consistently-enforced that it begins to do what it should, and drive improved performance. Keeping everything impersonal simply alienates members of your staff; you risk them substituting their own interpretations for what you could have told them directly, had you been available for them to ask.

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