Leo's Blog

Increase Productivity by Leveraging Talent

 

Are you assigning work by task or talent?

 

Organizations are constantly challenged to remain competitive.  Facing tight time restrictions, as leaders and managers, we  are bombarded with one tough decision after another.  We have more work to do in less time.  Mismatching talent to task can waste  time and valuable resources.

 

In the past, the next assignment was the next thing that needed done.  Most employees could do most things, and it was easier to assign the next request.  Similar to a fast food order-taker, employees simply asked “Who (or What) is next?”  Regardless of the request, the work was assigned and completed without much trouble.   

 

Now, our work is more specialized.  The Internet has sparked another business revolution.  When needed, organizations can now access specific talents from around the world.    The search for talent is not only limited to who is on staff,  they extend to a global scale and the possibilities are endless.  We can now safely operate outside the organization to get our work done.  This shift continues to reduce cost while accessing the best talent only when needed.

 

Our challenge is to invest more time in the beginning, to better understand the desired outcome before we assign the work.  The end result becomes the priority; we can’t just assign the next task to the next available person to get somebody “On-it.” 

 

Complex assignments require us to work in teams to complete our work.  It is hard to put the perfect team together for every assignment.  Matching each request with the perfect talent is like putting a puzzle together, constantly-scanning back and forth,  looking over the pieces, searching for the next match or at least getting them in the general area.

  

Download the free White Paper at www.leogillen.comdiscussing how to leverage talent to increase productivity of your organization.  You may also call (740) 947-2700 to discuss in greater detail how this approach will help you sharpen your competitive edge.

Features and Benefits of Hiring a Business Management Consultant

I was talking with a colleague recently from the retail industry. She mentioned that she taught sales associates to sell products by talking about features and benefits. A feature, she explained, is some physical property of the product while a benefit helps the customer understand how that feature would make their life easier. For example, that flat screen TV I've been wishing for has picture-in-picture (feature) which means I can watch two different games at the same time (benefit).

I got to thinking about the features and benefits of my services as a business management consultant:

Feature:  I am respectful to the current operations and culture of the organization. I know adding a new person the organization can be difficult. Benefit: 

Feature:  I have an unbiased and outside perspective to assess the organization. Often it is hard to see the challenges with processes and skills when you are too close.  Benefit:  I can help implement solutions as a trusted-adviser.

Feature:  I am an effective communicator.  Benefit:  Communicating a single direction at many different levels within the organization, by knowing the right questions to ask and choosing the most effective communication paths, can make or break a project.

Feature:  My approach to continuous-improvement is sustainable. I believe it is important to match the organization's current skills and resources.  Benefit:  Solutions are implemented immediately. We don't waste time dreaming of the perfect solution or solutions the organization cannot implement.

Feature:  I study the forces shaping the business environment.  Benefit:  The success of the organization is related to how well they respond to these forces. By tracking trends, we avoid the chaos of external random events.

Feature:  My goal is always to build up the organization. It is easy to tear-down or stir situations but I never want leave a wake of destruction.  Benefit:  Change occurs by building teams that are capable of continuous improvement without me.

If you'd like to know more about the benefits a business management consultant can bring to your company, call me at (740) 947-2700 or email me at Leo@LeoGillen.com.

Fireman or Team Manager

Does your day go like this:

• Plan the six priorities you need to accomplish today
• Open your email and listen to voice mail on both your land line and your cell phone
• Make a choice between doing your work or trashing your day's plan so you can react to the newest fires
• Ignore the fires knowing they will get bigger or spend all day putting out fires
• Repeat the next day

Either course of action results in playing fireman. The only difference is how big the fire will be when you address it.

Bombarded with one tough decision after another to lead organizational transition, many managers barricade themselves inside their office to get their own work done all the while undermanaging the team. The team is not engaged at the same time the customer is demanding an emotional experience. This all adds complexity and cost making it difficult to improve performance.

It doesn’t have to be that way. Imagine what you could do with the wasted time spent constantly attempting to solve the same issues over and over again and the resources spent on mistakes that could have been resolved quickly if all team members were on the same page.

Ask yourself a couple of questions to assess whether you are playing fireman or team manager:

• Are we creating a team capable of collaboration or is everybody acting as individuals?
• Have we developed realistic goals that allow everyone to grow? Are these realistic goals known throughout the entire organization?

If you answered "No" or even "Maybe" to either of these questions, take a look at the white paper titled "Creating S-M-A-R-T Goals" on my website www.leogillen.com.

20/20 Vision: Seeing the True Value of a Business Management Consultant

At a recent weekly staff meeting with a Client, I came face-to-face with how other business management consultants work. It was like going to the optometrist: “Better one, better two, or about the same?”

Unbeknownst to me, the Client's management team had invited representatives from a national business management firm to give their pitch, with me in attendance. Though I didn’t answer in the meeting, I have answers to all the points covered by the consultants and the client.

Their beginning hypothesis: They believe most clients are on the brink of collapse, and time is limited. So they hurry up and “get the money.”

My beginning hypothesis: The company has potential to grow and the corporate culture has the will to do what it takes to accomplish their goals. I won’t take contracts with companies if I don’t think I can help them.

 

Their approach: Us versus Them.” They were here to “sell” billable hours; Client wanted a guarantee of success.

My approach: Consulting is a relationship business, not just a “buyer and seller.” Clients don’t like being sold; they like buying from people they trust. I want to build relationships and transfer my knowledge to the management team so the company truly experiences continuous improvement.

The Client‘s question: We already have a management consultant, IT consultant, and manufacturing consultants helping us. I’m up to my neck with advice. We have been successful for a very long time. Why do I need you?

Their answer: “Who is checking the checker?” They thought their job was to peer over the shoulder of management and keep the client on track.

My answer: Companies that have been successful in the past have a wealth of experience that should not be discounted. However, today we are in a new economy. My job is to stay on the cutting edge of emerging technologies and help business leaders apply these technologies to improve productivity. We have to think differently; change our approach toward getting work done. A different set of skills are required today to build teams capable of collaboration without forgetting the business basics.

The Client’s question: We already measure everything. What can you offer us that we’re not already doing?

Their answer: They couldn’t answer.

My answer: Although measurements are important, we have to know what is working, what is not and why. It’s about measuring the right things--the key performance indicators (KPIs). The answers help us transform that data into valuable information to make better decisions faster.

The Client’s question: Our three top problems are people, people and people. How will you help us?

Their answer: Again, they couldn’t answer.

My answer: We have to approach work differently. We do not divide work by labor.  We divide work by talent.  Work is now based on assembling the best people to be open and collaborative. This is different from the top-down structure of management and employee. It requires peers that work together to complete each task. Management must understand the differences between people so they can create effective teams.

It also means approaching business process differently. True cost savings comes from lowering the cost to complete each transaction while delivering the greatest value. This requires constantly understanding the desired result and measuring how much it cost to get it. Costs go up when you are ineffective. The effective application of emerging technologies is often part of the equation for value.

So it is “Better one, better two, or about the same?” Will having a business mangement consultant help you grow your business? You decide. To help, I'm offering a free white paper called Who’s Advising You: A Checklist for Choosing a Business Management Consultant. Download it at my website: www.leogillen.com.

How sharp is your competitive edge?

What tools do you use to sharpen your competitive edge?  Even if you are on the right path to success; if you are standing still, you will get run over.

The competitive edge does get dull.  It's not your fault.   Change provides opportunity.  It's the lack of change that I fear.

Confrontation

To avoid confrontation makes everything worse.  This is where we get the phrase "sweeping it under the rug" got started.   Doing nothing is very easy to do.  However, the consequence does come back like a boom-a-rang.

I didn't know how to handle these situations until I read "Crucial Conversations" by Patterson, Grenny, McMillan, and Switzler. 

After reading and practicing, I became comfortable when these situations would happen.  I would not go out looking for them, and I would not run from them either. 

These conversations became easier and more frequent.  My relationships changed and I was happier.  Thanks John.

I love this cartoon

New term: Undermanagement

I was reading the book "It's ok to be the boss" by Bruce Tulgan and learned a new term. Undermanagement. It's the opposite of "micro-manage" when you thing about how we manage people. At times, I am guilty of undermanagement. I get so busy working on my own work and forget to manage. Time quickly passes and small problems that started a few days ago are now much bigger and start to take over control of my day. Had I only spent a little time in the right area, I could have prevented that small problem from getting out of control and now I have a crisis on my hand.

Exciting times

We live in very exciting times! It's also scary to think the pace of change is at warp speed. We must rethink how we get our work done. This is why I'm writing this blog.  Old companies are transitioning into the new economy.  The fundamental business principles are the same, it's the way we execute is what has changed.

Welcome

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