15 Şubat 2012 Çarşamba


Underneath it all
"We've talked a lot in this chapter about one word. But it's really very simple-candor works beacuse candor unclutters.
Yes, yes, everyone agrees that candor is against human nature. So is waking up at five in the morning for the 6:10 train every day. So is eating lunch at your desk so you won't miss an important meeting at one. But for the sake of your team or your organization, you do a lot of things that aren't easy. The good thing about candor is that it's an unnatural act that is more than worth it.
 It is impossible to imagine a world where everyone goes around saying what they really think all the time. And you probably wouldn't want it anyway-too much information! But even if we get halfway there, lack of candor won't be the biggest dirty little secret in business anymore.
It will be its biggest change for the better."
20-70-10 dengesi:
çalışanların %20'lik kısmı farklılaşma ve kimliği zihinlerinde üretecek yaratıcılığa sahip firmanın bir parçası haline gelmiş (bonuslar, stock opsiyonları, eğitimler: ceplerini ve ruhlarının doldurulması) bir ekibi idare etmek. Bu grup farklı bakış açılarıyla şirkete renk katmalı; yenileşim ve farklılaşma gibi konularda destek çıkmalıdır.

çalışanların %70'lik kısmı şirketin en önemli kısmını oluşturuyor. Çünkü bu çoğunluğun enerjisi, yetenek ve katılımları her şeyi şekillendiren kısmı oluşturmaktadır. Bu gruba eğitim ve pozitif geri bildirimler verilmeli bunların doğrultusunda bir kariyer hedeflerinin çizilmesi önemlidir. Bu kısımı oluşturan kişiler kendilerini şirket içinde geliştirirler; geliştikçe liderlik vb.. daha fazla sorumluluk gerektirecek işler yaparlar. Gelişimlerinin desteklenmesi çok önemlidir. Çünkü, bu isimler şirket kültür, know-how ve insan kaynağı eğitim sürecinden yetişmiştir.

kalan %10'luk kısım çalışan tabanıdır. Düşük performans gösteren, sıkıntıları olan, duruma adepte olamamış vb.. çalışanlardır. Genellikle sorumlulukları net ve belirli çizgilerdedir.
 If you want the best people on your team, you need to face up to differentiation. I don't know of any people management system that does it better- with more transparency, fairness, and speed. It isn't perfect. But differentiation, like candor, clarifies business and makes it run better in every way.
A big bureucracy like GE needed something as systematized as Work-Out to break the ice and get people to open up. But it is not the only method to make sure that your team or company is getting every voice heard. Find an approach that feels right to you.
 I'm not saying that everyone's opinions should be put into practive or every single complaint needs to be satisfied. That's what management judgement is all about. Obviously, some people have better ideas than others; some people are smarter or more experienced or more creative. But everyone should be heard and respected.
 They want it and you need it.
What Leaders Do

  1. Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach and build self-confidence.
  2. Leaders make sure people not only see the vision, they live and breathe it.
  3. Leaders get into everyone's skin, exuding positive energy and optimism
  4. Leaders establish trust with candor, transparency, and credit.
  5. Leaders have the courage to make unpopular decisions and gut calls.
  6. Leaders probe and push with curiosity that borders on skepticism, making sure their questions are answered with action.
  7. Leaders inspire risk taking and learning by setting the example.
  8. Leaders celebrate.
"Without a doubt, the head of HR should be the second most important person in any organization, from the point of view of the CEO, the director of HR should be at least equal to the CFO"
In fact, why wouldn't HR be as important as finance? After all, if you managed a baseball team, would you listen more closely to the team accountant or the director of player personnel? The input of the team accountant matters-he sure knows how much they can pay a player. But his input certainly doesn't count more than input from the director of player personnel, who knows just how good each player is. Both belong, alongside the CEO, at the table where decisions are made.
People Management:
*You need stars to win, but a star's ego can be a dangerous thing. I've seen talented young people promoted too quickly and their ambition spin out of control. I've seen terrific financial analysts, engineers, and network executives get told one too many times that they are irreplaceable, and they start swaggering around to the point that their teams resent them. I've seen smart, capable individuals come to believe they are so indispensable that they should not be bound by anything, including the company's values.
*Lay-offs: you must guide two principles: no suprise and minimal humiliation
A significant majority-about 70 to 80 percent more-may not lead the charge, but once they are convinced change is necessary, they say, "OK already, get on with it." The rest are resisters. Due to their specific skills i have seen managers that hold on the resisters. Don't. Resisters only get more diehard and their followings more entrenched as time goes on. They are change killers; cut them off early.
=Anatomy of Crisis:
 Like snowballs down a mountain, they bounce and zigzag and pick up weight and speed. You can never be entirely sure where their paths will end. Or some other kind of it may detonate like a bomb.  
1. Assume the problem worse than it appears. Skip the denial step, and get into the mind-set that the problem will get bigger, messier and more awful than you can possibly imagine.
2. Assume there are no secrets in the world and that everyone will eventually find out everything.
3. Assume you and your organization's handling of the crisis will be portrayed in the worst possible light. Never mind the media. Define your own position early and often.
4. Assume there will be changes in processes and people. Almost no crisis ends without blood on the floor. Real crises don't just fade away. They require solutions that overhaul current processes or introduce new ones and just as often upend lives and careers.
5.Assume your organization will survive, ultimately stronget for what happened. We learned something from every single crisis that made us a smarter and more effective organization. Thakin the long view might make living in the hellish moment somewhat more bearable.
 *Firstly tight controls over financial and accounting systems with though internal and external auditing processes. Secondly, to try to prevent crises is with good internal processes, such as rigorous hiring procedures, candid performance reviews, and comprehensive training programs that make the company's policies nothing short of crystal clear. When it comes to acceptable behaviors, rules and regulations, you simply cannot train too much. Thirdly, a culture of integrity; meaning a culture of honesty, transparency, fairness and strict adherence to rules and regulations.
Making Strategy Real:

*What the playing field looks like now
  • Who are the competitors in this business, large-small, new-old??
  • Who has what share, globally and in each market? where do we fit in??
  • What are the characteristics of this business? Is it commodity or high value or somewhere in between? Is it long cycle or short? Where is it on the growth curve? What are the drivers of profitability?
  • What are the strengths and weaknesses of each competitor? How good are their products? How much does each one spend on R & D? How big is each sales force? How performance-driven is each culture?
  • Who are this business's main customers and how do they buy?
*What the competition has been up to
  • What has each competitor done in the past year to change the playing field?
  • Has anyone introduced game-changing new products, new technologies, or a new distribution channel?
  • Are there any new entrants, and what have they been up to in the past year?
*What you have been up to
  • What have you done in the past year to change the competitive playing field?
  • Have you bought a company, introduced a new product, stolen a competitor's key salesperson, or licensed a new technology from a start-up?
  • Have you lost any competitive advantages that you once had- a great salesperson, a special product, a proprietary technology?
*What is around the corner?
  • What scares you most in the year ahead-what one or two things could a competitor do to nail you?
  • What new products or technologies could your competitors launch that might change the game?
  • What M&A deals would knock you off your feet?
*What is your winning move?
  • What can you do to change the playing field- is it an acquisition, a new product, globalization?
  • What can you do to make customers stick to you more than ever before and more than to anyone else?
**It is important  a finding right person to give the responsibility that shapes the moves in order to achieve your strategy.

vs... bunlar gibi önemli konulara değinmiş. Kendim için burada bir özet hazırlamak da istemiştim, ancak altı çizili çok fazla detay var. Genede ana hatları ve önemli gözüken notlarını blogladım. Kitaptaki anektodlar basit ve etkili.. İşletme sahibi birinin okumasında fayda var.

kn: Winning, Jack Welch

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