Iâ€™ve been doing work on strategic and strategic planning with a number of different clients lately and itâ€™s gotten me thinking about the issue of blindspots. There are things that we know to be true (or we suspect them to be so). I donâ€™t mean dogma or blind faith, but rather through data, research, experience, customer feedback, measuring performanceâ€”there are some things that we can confidently say â€œthis is something that we know to be true or accurate.â€
Then we have areas that we know we donâ€™t know. For instance, I know that Iâ€™m pretty uninformed about the tax code. Because of my awareness of my ignorance, I can make smarter decisions about taxesâ€”by hiring an accountant. Or being especially careful when I fill out my taxes each year. bwin
The reality is that no person or organization can know everything. So ignorance about particular topics or situations is a reality of being in the world.
But a blindspot occurs when a person or organization is ignorant about a situation and doesnâ€™t realize the ignorance exists. موقع مراهنات 365 It may be due to dogma. It may be because the situation has changedâ€”what used to be true no longer is but people havenâ€™t recognized that. It may be due to a lack of depthâ€”someone doesnâ€™t realize the degree of complexity to a particular issue. موقع المراهنات على المباريات In short, a blindspot is a case where we donâ€™t know that we donâ€™t know something.
Blindspots are particularly damaging to organizations. Thatâ€™s because most big surprises (especially environmental or market ones) to organizations tend to occur because of a collection blindspot that meant the organization and executives simply failed to perceive the potential for surprise with that specific issue.
Jim Fuller is a great performance consultant with a couple of fine books to his credit. Â He also played a key role in getting performance consulting functioning within Hewlett-Packard. Â It was also Jim who introduced me to the concept of a â€œDay One Problem.â€
A â€œDay One Problemâ€ is a situation where things have never worked from day one. Â Itâ€™s an engine that never ran, the customer fulfillment process that was mixed up from the start, the sales department that never met quota, or the team that was always substandard with their work products. Â Why do we care about whether or not a problem is a â€œDay One Problemâ€ or not?
Continue reading “Day One Problems”
Motivation is one of the most common work-related issues I hear from clients (â€œthese people are unmotivatedâ€ or â€œwe want high scores on the climate survey to improve everyoneâ€™s motivationâ€). Â Yet motivation, especially from a performance perspective, tends to be oversimplified by most managers and executives.
First, no-one (well, other than perhaps someone whoâ€™s dead) is completely unmotivated. Â We all have motivation. Â Itâ€™s simply not true that a group of employees is unmotivated. Â The problem is that motivation is usually a complex issue with a range of factors playing a role. Â I may want to do a good job and get praise from my supervisor. Â But I also donâ€™t want to end up doing work that some slacker didnâ€™t doâ€”that isnâ€™t fair. Â And while I may believe in working hard I also donâ€™t want to have to stay late and get caught in bad rush-hour traffic. Â Plus, my favorite TV series is on tonight and weâ€™re having an early dinner so Iâ€™m preoccupied by those thoughts. Â And I like dealing with the immediate project Iâ€™ve been assigned but find two members of my project team to be boring or irritating so I want to spend as little time with them as possible. بوكر عربي Â And our staff meetings run on too long. كيف تلعب لعبة بينجو Â As a result, I work hard but try to look busy as quitting time approaches and on Tuesday Iâ€™m going to come up with any excuse I can to avoid extra work or find a reason to duck out early (while on Wednesdays Iâ€™m willing to stay late) and I have a reputation for sweating the small stuff and producing good work product. Continue reading “A Few Thoughts About Motivation”
The â€œElevator Speechâ€ is a pretty common way to self-promote and market. Iâ€™d always heard that the term â€œelevator speechâ€ came out of GE when Jack Welsh was there as a way of making sure that a team had a succinct and compelling explanation for what they were about.
I mention the elevator speech because performance consultants have traditionally been challenged with finding clear, coherent ways to explain to co-workers and potential clients what it is that they do. An elevator speech is a 30 second explanation of who you are professionally and what you do.
A far better alternative in my opinion (at least when it comes to explaining performance consulting) is the audio-logo. كازينو دوت كوم I learned the audio-logo from Rebecca Birch. She told me she learned it from Lynn Kearney. العاب ماكينات قمار Continue reading “Elevator Speech vs. Audio Logo”