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Take the Time PDF プリント メール
作者 Will Corley   
2008/06/13 Friday 12:50:06 PDT
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We don’t have the time.

Time has become our enemy 

To those who utter these words,

We say, let us

make time your friend.

Help you accomplish more with less.

By doing it the right way.  

Time when used well becomes a multiplier.

Instead of this mantra heard far and wide.

 "We don't have the time. " 

Echoes creating a big divide. 

“We don’t have the time” 

To strategize. 

To get it right. 

To have that conversation. 

To prepare.

Instead 

Emails are cast out like bait. 

Instead of real talk, conversations are poorly conceived

or worse avoided.

 The business suffers. 

Let us help design and  create real talk  

that delivers understanding 

a better focus.

We help by reminding you the value in 

Asking: 

What matters to others?

What do they see? 

What are their solutions?

What matters most? 

 

We partner with you, so you will have these kinds of talks with your people. 

 

But you shy away from such talk.

Why? 

 Excuses we hear, such as,

 You hate meetings, they are a waste of our time. 

 

What we know, meetings are simple, but not easy.

Meetings are the vehicles that drive business one way or

the other.  

Which way are you heading?

 

When done right meetings become a vital ally to the cause. 

Instead of rushing through together or meeting not at all, 

we help you get the most out of your meetings.

We know It is about engaging hearts and minds. 

It is about making the most of time, it is taking the time,

 doing it by design. 

 

So instead of sending out what sounds like decrees,

that brings little buy-in or ownership. 

Take your Time.

Though it might seem counter-intuitive to your  every day rush.

Take your Time. 

By crafting  meetings that energize and excite,

 relevant to the purpose of the enterprise, every time.

 

Raise your Bar! 

 

Craft agreements and make decisions that bring value to the

business in everything you do.

 

Create Accountability you can take to the bank. 

 

Instead of lost time and innuendos. 

Players not knowing the why.

Making it up.  

Worse not caring.

Not trusting you and the enterprise. 

 

Where just clarity 
 

and  understanding, could make all the difference.

Would make most of the time you have.

So simple but when we ar caught up in the day to day  

that drives the business. 

Our Targets gets lost as well as the talk.

We forget how to team.

Simple steps that could become multipliers of results, 

are cast aside,  

that could  become the drivers of your business by design.

Let us help you answer what’s in it for me. 

What’s in it for us. 

Raise the bar.

Take the time to be clear.  

For all to see what you see.

Knowing working together  

is the only way we elevate execution, by

taking the Time, to do it right.  
 
 

 
Success Formula For Leaders PDF プリント メール
作者 Will Corley   
2008/05/29 Thursday 13:31:10 PDT
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Leadership at all levels of an organization contributes directly to that organization's success. We truly believe this principle. Strong leaders make people feel like they're part of something special and when people feel a strong sense of purpose, they work together more efficiently. 

The result: better performance. Leadership that produces that kind of commitment and collaboration wins-whether it's a project objective, a bottom line, or a championship.

There are four basic steps to success for leaders and teams:

!. Know where you want to go

2. Know where you are

3. Know what you need to do to get to where you are going

4. Do it!

 

In the first step: Know where you want to go. The future that you want doesn't just happen; what just happens is almost always something else. Although we might want to believe so. In order to create the future you want, you have to imagine what is possible (good and bad). Invite the members of your team to share their dreams of what the organization/business/department/business unit could be so that the goal becomes a collective mission. And (in a later step) ask for details about what could help make it so.  Each person's purpose may be a bit different, but the focus-to succeed-will be the same. Then, all of your team's energy and talent pull together in the same direction, much like the oars of a boat pulled by a group of individuals working as one. 

In the second step: Knowing Where You Are

!. Know where you want to go

2. Know where you are

3. Know what you need to do to get to where you are going

4. Do it! 

Once you've decided where you want to go, you must establish where you are. One method we've found effective in understanding the present situation is the SWOT Analysis.

 

  •  Strengths-What's working? What resources, talents, skills are available to you? Where else could they be applied?
  • Weaknesses-What needs improvement? What are you weak at? What must be avoided? Who could help? & how?
  • Opportunities-What situations or market conditions can you take advantage of? 
  • Threats-What are your obstacles? Who could help? & how?
The dialogue that's needed to complete the SWOT analysis will in and of itself be valuable in ensuring everyone is aligned. When people are working together, a vitalizing dynamic is created that mobilizes people.  In our experience, it's that kind of energy (couple with honesty regarding your reality) that fosters creativity and innovation, and propels an initiative and ultimately, the organization forward.
 
Now that you know where you want to go and where you are, you're ready for Step 3. Now let's see what needs to happen to get you to your goal.
 

!. Know where you want to go

2. Know where you are

3. Know what you need to do to get to where you are going

4. Do it 
 
Now that you know your goal, you have to list the steps required to get there and who is responsible for each step. List the milestones for each step.  In addition to providing an action plan, all of these things provide metrics by which you can measure your progress.  Finally, break down what needs to be done on a daily, weekly, and monthly basis.  This will give you a visual representation of what your priorities must be in order to achieve success. Think of this as your roadmap. We actually have built road maps on a wall for a start up company as they not only talked about the future goals and action but they became much more real.
 
And now, the most critical step: 
 

. Know where you want to go

2. Know where you are

3. Know what you need to do to get to where you are going

4. Do it! 
 
"The best laid plans of mice and men..." has a familiar ring to many of us. Many plans are well developed but then fall apart at the most critical time-execution. This step requires an ongoing view of what is happening, tweaking the plan to respond to current circumstances, and keeping your eye on the goal.
 
We work with a number of winning teams that create business plans or roadmaps for the year and the key to their success is to present updates to their organization at the end of each quarter. Execution's best ally is accountability. When you create goals and plans, you must also create the follow-up strategy.
That's what execution is all about. 
 
Stay tuned for more on Execution and Collaboration a key combination for successful results in business. 

 

 

 

 

 

 

 

 

 

 

 
How Do You Measure People's Hearts, by the Results PDF プリント メール
作者 Will Corley   
2008/05/28 Wednesday 14:18:31 PDT
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You measure people's hearts through results.

We believe achieving the best results in business, comes from executing and collaborating.

We believe collaboration & execution does not just happen

It is:

 

  • Intentional
  • Designed
  • Facilitated 

 We suggest a simple formula to follow but not easy to replicate.

Execution + Collaboration = GREAT RESULTS 

 

  • Execution is about Delivering Results
  • Collaboration is how you deliver results 

 

 Creating Productivity & Performance that is more:

 

  • Predictable
  • Sustainable
  • Enjoyable
  • Profitable 

 

 Collaboration that Executes creates a better:

  • Sense of ownership 
  • Commitment  
  • Is much more then just working together 

 

It 's about:

 

  • Alignment (around a problem or what you want to change)
  • Commitment  to each other, to an objective. (Mission, Strategy & Goals) 
  • An agreed upon approach where a group of people are unanimous in understanding how to move forward 

  True collaboration with execution:  

 

  • Enhances creativity 
  • Sticking through the lean & hard times 
  • Establishes a sense of belonging 
  • Of being part of something bigger than themselves
  • Feeling part of something special  
  • The results are self-reinforcing
  • They feel part of a "we", "us" and become a stronger "I"
  • That attracts more talent that wants to play and stay
  • And plays to win 

 

It starts with the leadership that lives collaboration and executes by example.

"We call it eating your own dog food" as leaders.

Try it you'll like it all will benefit. 

 Execution plus collaboration: 

Creates an emotional ownership-bond

Ask any championship team they live this formula, a formula that 

 captures both the prize and the hearts of the players.

 

 
That Sweet Spot PDF プリント メール
作者 Will Corley   
2008/05/21 Wednesday 11:08:19 PDT
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The Sweet Spot in baseball is hitting the ball just on the right spot on the bat and watching it soar. In business finding and understanding that sweet spot is critical to success but it is not enough. You need to be able put into play that sweet spot on a consistent basis.

In the book Good to Great they talk about how great companies find that sweet spot by understanding what they are most passionate about, what they do better then anyone else, marriaging this with the right economic model. They called the sweet spot discovering your "hedgehog concept" 

Years ago I went down to NYC to coach executives at a high tech media company ( a late phase start up company). My mission was to help these executives prepare for presentations at a management meeting. There were about 10 presentations they rehearsed and got direct feedback from me (as the coach) and the rest of the team. After this time, I was supposed to head back home and they were going to go into their meetings for the next three days. Later on, I met with the VP President and leader of this fast growing ad sales organization (whom I coached and advised) who asked me if I would stay for the meeting that night to just help out where I saw fit. It was like a blank check to play on this great field of leaders. I consulted with him and the management providing some advice as well as feedback on the meeting and some of the presentations. Of course, I had not brought any clothes or stuff with me so I was donated clothes and toiletry etc. What took place was one day turned into a 3 day engagement. This was such a sweet spot I would literally do this for nothing. This was my passion, this is what I was great at. 

My sweet spot, my company's sweet spot, is working with great leaders, partners who want to leverage the  talent around them to build something great. Startups or turnaround situations offer so much opportunity for us to utilize our tool chest our talents to swing the bat to hit the ball out of the park for the sake of our business partners. 

What I learned yesterday, or let me say became clearer, is that it is important to not only understand what your sweet spot is but to be clear what your sweet spot is not.  For example, we have worked with many organizations and various levels of management where most of the action is taking place on the field. Everyone in the executive coaching field talk about working with the C-Level executive. This is code for working with CE0'S. Our sweet spot has been working with leaders, as a client of mine stated, the "mid tier executive" (consisting of mainly of Presidents, VP, Director and Managers) this is our sweet spot. When we recently applied to coach executives in a company the person who interviewed us loved our energy, our grasp of business and strategy but said we fell short in working with C-Level leaders. She was dead on.  But quite frankly I attempted to suggest our experience was not the case. The truth is I would love to advise and coach at the highest level but I also know in my heart that this is not our sweet spot. Our sweet spot is working with leaders who are in the middle of the action, facilitating those team as a business partner in ways that are creative and inspiring performance and change.

I get it that hitting the "sweet spot" is rare and must be cherished and leveraged. It is the value you bring to the world.

My question to you out there "do you know your sweet spot" are you building your business, your leadership around your sweet spot? If not, why not? 

 

 

 

 

 

 

 

 
"Don't Let Perfect Get In Way of Better" PDF プリント メール
作者 Will Corley   
2008/05/19 Monday 15:27:02 PDT
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So, let me paint a little context for where these words showed up. My partner and I are working with a great executive team (in a fortune 500 company).They are  attempting to transform the way their part of the organization works, behaves, and approaches its role in the company. We asked an executive what were the challenges in transforming this team he stated a quote he loves, "Don' t let perfect get in the way of better" 

These words stuck like a lightning bolt hitting the core. 

You must have a plan, to implement real change. This is very exciting for us to play a role in this process. We know that key to our success and the success of this endeavor is creating the right partnership to lead change. 

Part of our process working with teams, whether in companies looking to transform how they work, or start ups, is to interview the key players and then design our work together. This is a great discovery process that creates alignment with the team members as well as achieves buy-in for the mission. This provides us a real understanding of the issues, challenges, strengths and opportunities facing this team in the process all of us getting on the same page. We also bring some fresh eyes to the situation and can ask questions from that not knowing place. I call them dumb questions like "What does becoming Global Team mean?"

We also were able to interview individuals, as well as bring together a group, that really accelerates not only our learning curve but accelerates the design process. Also by bringing together group members who were not included in the regular management meeting, but were now included, created  a new platform that was empowering and served all parties.

This kind of planning and preparation is invaluable. Effective change can not happen like God delivering the 10 commandments to Moses. There must be a sense of ownership and buy in from all who will implement the change and those who must support the change. 

These words  "Don't Let Perfect Get In Way of Better" seem to ring so true when it comes to creating change whether for yourself, your team or your organization. Perfect, while a noble aim, can become such a barrier to creating effective change. 

Now, if it is about creating excellence then you are singing my tune. "Perfect" to me becomes an excuse for inaction. Perfect is about singing the blues. And we might not even know we are stuck in this quagmire. To me "perfect" is the huge mountain to climb but "better" is a place I want to live.

 

 

 
People and Technology-Really Works Best When You Test It PDF プリント メール
作者 Wendy Hanson   
2008/05/13 Tuesday 18:44:53 PDT
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These wise words were spoken by a client of mine, who understood that both

technology and people needed to be tested, in the heat of the battle, on the field

of business. It was here that they would prove their worth. 

And to be successful he really got that you needed a vision and plan for both. 

His business like most businesses today relied on both working well together.

Technology and People. Hum a few bars, Technology and People, we can hardly

do without you. 

Each must be tested, challenged, to discover their true value and how best to

use their capabilities. Each can not do it alone. They are a team, but sometimes,

we forget this important point to our detriment.  

The best leaders are those conductors who who know how to get the most out of

their people and their technology. 

And yet too often one is given preferential treatment over the other. Your

success in business depends on your ability to manage both and to prepare for

the unexpected failure and success. 

Your technology and people will be tested everyday. How well they do depends on

your ability to conduct this orchesta. 

 

 

 

 
"No One is Promised Tomorrow" PDF プリント メール
作者 Will Corley   
2008/05/02 Friday 14:58:45 PDT
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This is a quote by the General Manager of the New York Yankees a favorite saying of his in essence tomorrow only comes if you prove it by performance. And this is true for Obama, Clinton or McCain. In the end no one is promised tomorrow; you have to earn it by your words and deeds. 

I love this saying because it reminds us that there are no guarantees. It is all about what you do and how people embrace what you have to offer. Where in your world do you feel like you are promised tomorrow? Great leaders know better. Complacency is so dangerous and it can be so seductive. Where have you found yourself complacent or accepting routines that no longer serve you or where you work?

No one promises you tomorrow. What would it be to lead from this place and to build your team and organization from this perspective? Bill Parcell, a world class coach of great teams says,  "You are what your record is." How do you define results? What kind of results are you delivering? And remember no one is promising you tomorrow.

 

  

 

 

 

 

 

 
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