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To err is human; to forgive is divine. I made a mistake and re-sent my January newsletter this morning. Here is the newsletter I wanted to send. Please accept my apologies for my error.
Are you going the last mile?
I have a client that owns a trucking/courier company. The freight trucking industry typically involves two types of companies: long haul truckers and “last mile” carriers. The big trucking companies take their loads most of the way to the end recipient, from one city to another. My client’s firm is the other type of trucking company. They take freight on its final leg, the last mile from the depot to you and me. This long haul/last mile metaphor is relevant to our lives. Like freight that never reaches its final destination, how many of us are working on things that never get completed? How many of us are carrying a load that, if we really thought about it, we would decide is not important and let go? How many of us are burdened by what we could do or “should” do or didn’t do, and that gets in the way of what we really want or need to do? This is a challenge not only in our work lives but also in our personal lives. If you are trying to figure out what part of your load you want to carry that last mile to completion, call dispatch (that’s me) at 614-946-4684. Or send me an email at dsmith@leadprofessionals.net Again, thanks for your readership. Please feel free to pass this newsletter on to your colleagues, friends, peers, and associates. The best way to do that is to use the “FORWARD TO A FRIEND” link at the end of this newsletter. Enjoy this month's issue of The Leading Edge. Dave Smith
All manner of strategies and theories are bantered about regarding the best ways in which to hire top talent, as well as the best ways to manage that talent once it's on your team.
All customers have certain expectations about what good service should be. Listed below are examples of customer expectations of service. Check those you feel are important. Use this at your next meeting or in your internal newsletter. * Customers expect value for their money - fair prices. Copyright 2009, Sorrell Associates, LLC
Are you ready? Now here is what I would like you to do. Read each of the three scenarios below and, on your sheet of paper, write down what you would do. Scenario One: It's a Tuesday morning and you, the Vice President of Human Resources, just received a call that, on their way to an important industry conference, your company's President and its Vice President of Operations have just been killed in a plane crash. Who is now in charge? What do you do? Scenario Two: As your company's I.T. manager, you have taken great pride in hiring "the best of the best" and combined with an outstanding training program, have a staff that's the envy of your industry. Your top project manager has just told you she is leaving the company. She has personally designed and managed the last three major I.T. projects by herself. Now what is going to happen? Scenario Three: As Plant Manager, you just had a call from your key foreman who has gone to the hospital for emergency surgery and will be out for at least 4 weeks. He is the only one who knows how to set up jobs on the new machine. You have wanted to have him train someone else but there has never been time. Some of the largest orders of the year are coming in now. What is your plan? So you don't think these could happen to you and your company? Think again. Do you really want to take that risk? Early in the 20th Century, French Engineer Henri Fayol developed his "Fourteen Points of Management". One of them referred to management's requirement to ensure the "stability and tenure of management". Sounds a lot like succession planning, doesn't it? Organizations need to plan for talent to assume key leadership positions, sometimes on very short notice, on a temporary or permanent basis. Continuity of leadership is critical to the survival of the organization in the future. - What is the long-term direction of your company? - What key areas require continuity of leadership? - Who are the key people you need to nurture and develop? - Are your published career paths holding back some outstanding candidates? In a short article such as this, the complexity of an effective succession plan cannot be made simple. However, some of the major steps could include: - Mission definition and alignment - Most businesses have some form of a mission statement but the mission for the succession plan must be defined and made to align properly with the overall mission of the company. - Strategic issues must be identified - Examine the key factors that may affect both the creation of a succession plan and the continuation of it. - Goals and expected results must be set - This should include action plans, timetables and ways which you will measure the success of your strategies. - Program must be designed, announced and implemented - There are dozens of aspects of the succession plan that must be considered including: assessments, skill gaps, approaches, delivery mechanisms, etc... One of the unique and valuable results from developing a succession plan is that you may gain some important insights into how your future succession plan should be designed. You may find that filling key positions in the past took way too long. Or you may find that turnover in key positions has been higher than normal. According to Julia Johnson, Wipfli LLP, "...organizations need to remain responsive to the ever changing landscape of the business environment and the specific needs of the organization. Develop your employees, manage toward the future, and keep your options open." Many companies have cited succession planning as one of their top priorities; however, most of them have done nothing to make it a reality. Why? Maybe it's because succession planning is neither easy nor inexpensive. It takes time and it takes money. Remember that succession planning is success planning. ~ Author: D. Salzwedel. Excalibur Edge LLC. All rights reserved worldwide.
"Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight." ~ Henry R. Luce "Time is the scarcest resource and unless it is managed nothing else can be managed." ~ Peter Drucker "There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else." ~ Sam Walton
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