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Hub You - Are You Making the Most of Your Talent and Resources?
Bad career advice is easily found on the Internet and in print.The dawn of a New Year is when a lot of this bad advice rears its ugly head as people who don’t know what they are talking about try to convince you about the “10 hottest jobs” this year and how easy it is to work from home or why you should quit your fulltime job and become self employed.Usually this advice comes from people who don’t actually do what they suggest. They simply suggest it.Here is the worst advice I’ve heard that you need to think twice
Ask yourself the following questions: What are your best markets? Who are your best clients? Where are your greatest opportunities? Where are your biggest challenges? What are your biggest threats? Where are going to deploy your top talent? Where are you going to invest your resources? Where are you going to develop more talent? Where can you create more resources? If these answers are not clear in your mind it is likely that you are not getting the maximum leverage out of your talent or yo
When discussing Six Sigma document control issues it is essential to recognize the effect Six Sigma has on any firms QS/ISO 9000 initiatives. From its inception until today, Six Sigma has evolved and at present is much more than a defect control mechanism. It is referred to as a methodology that is used to control course deviations that have the capacity to cause defects. In any process where change is initiated, there is often an undesirable variation in end results. The Six Sigma methodology is intended to manage variation and do awa
One of the main keys to generating organizational leverage is for C-suite executives and entrepreneurs to know when, where and why to deploy (or redeploy) talent and resources. It has been my experience that it is much easier to recruit talent or acquire resources than it is to properly deploy talent and allocate resources.
Jack Welch the former head of GE built a reputation as one of the great business leaders of this era. When asked how he transformed a lack-luster, institutional, global corporate giant into a dynamic culture focused on innovation and growth, Welch responded by saying; “My job is to put the best people on the biggest opportunities and the best allocation of dollars in the right places. That's about it. Transfer ideas and allocate resources and get out of the way." Welch clearly not only understood the concept of organizational leverage through proper deployment of talent and resources…He mastered it.
I’ve heard it said that the role of a leader is to create and manage good followers. While there is an element of truth in that statement if this is what you aspire to as a leader it constitutes a complete underutilization of leadership responsibility. I believe great leaders will mentor and coach subordinates for the purpose of identifying and developing other great leaders.
By way of example when I was in the military I witnessed many of my peers who felt it was their job to exercise command by giving orders and having complete control over their subordinates. While these individuals had all the outward appearances of running a tight ship, their units often times displayed an inability to execute at a high level in times of chaos or without frequent and direct communication with their leader.
In contrast I felt it was my responsibility to use my position of influence to transfer knowledge and experience for the purpose of developing subordinates into becoming leaders in their own right. I wanted to make sure that I developed troops that could think on their feet and take charge in the worst of situations assuming that I might not be available to lead them.
Ask yourself the following questions: What are your best markets? Who are your best clients? Where are your greatest opportunities? Where are your biggest challenges? What are your biggest threats? Where are going to deploy your top talent? Where are you going to invest your resources? Where are you going to develop more talent? Where can you create more resources? If these answers are not clear in your mind it is likely that you are not getting the maximum leverage out of your talent or you
According to the National Gardening Association, suckers are rapidly growing shoots rising from an underground root or stem, often to the detriment of the tree. They can be very irritating and annoying for they bear no flowers or fruit. Rather than cut them off, one way to get rid of them is to roughly yank the suckers off to remove the cells and tissues that cause re-growth.Even if you are not a gardener, you know a lot about weeds. They are everywhere and tend to take over, crowd a plant’s root system, and provide a
Jack Welch the former head of GE built a reputation as one of the great business leaders of this era. When asked how he transformed a lack-luster, institutional, global corporate giant into a dynamic culture focused on innovation and growth, Welch responded by saying; “My job is to put the best people on the biggest opportunities and the best allocation of dollars in the right places. That's about it. Transfer ideas and allocate resources and get out of the way." Welch clearly not only understood the concept of organizational leverage through proper deployment of talent and resources…He mastered it.
I’ve heard it said that the role of a leader is to create and manage good followers. While there is an element of truth in that statement if this is what you aspire to as a leader it constitutes a complete underutilization of leadership responsibility. I believe great leaders will mentor and coach subordinates for the purpose of identifying and developing other great leaders.
By way of example when I was in the military I witnessed many of my peers who felt it was their job to exercise command by giving orders and having complete control over their subordinates. While these individuals had all the outward appearances of running a tight ship, their units often times displayed an inability to execute at a high level in times of chaos or without frequent and direct communication with their leader.
In contrast I felt it was my responsibility to use my position of influence to transfer knowledge and experience for the purpose of developing subordinates into becoming leaders in their own right. I wanted to make sure that I developed troops that could think on their feet and take charge in the worst of situations assuming that I might not be available to lead them.
Ask yourself the following questions: What are your best markets? Who are your best clients? Where are your greatest opportunities? Where are your biggest challenges? What are your biggest threats? Where are going to deploy your top talent? Where are you going to invest your resources? Where are you going to develop more talent? Where can you create more resources? If these answers are not clear in your mind it is likely that you are not getting the maximum leverage out of your talent or yo
About five years ago, my wife and I bought a new car to replace my aging college jalopy. We used every resource we had to bring the price down to where we could afford it: credit card points you could apply to vehicles, an employee discount through my company, trade in of the old car, and a little bit of cash we raised picking up cans by the side of the road (O.K., maybe the last part was made up, but we did use everything else). By nature we are not extravagant spenders, but for this purchase, we went all out. Leather seats, all the b
I’ve heard it said that the role of a leader is to create and manage good followers. While there is an element of truth in that statement if this is what you aspire to as a leader it constitutes a complete underutilization of leadership responsibility. I believe great leaders will mentor and coach subordinates for the purpose of identifying and developing other great leaders.
By way of example when I was in the military I witnessed many of my peers who felt it was their job to exercise command by giving orders and having complete control over their subordinates. While these individuals had all the outward appearances of running a tight ship, their units often times displayed an inability to execute at a high level in times of chaos or without frequent and direct communication with their leader.
In contrast I felt it was my responsibility to use my position of influence to transfer knowledge and experience for the purpose of developing subordinates into becoming leaders in their own right. I wanted to make sure that I developed troops that could think on their feet and take charge in the worst of situations assuming that I might not be available to lead them.
Ask yourself the following questions: What are your best markets? Who are your best clients? Where are your greatest opportunities? Where are your biggest challenges? What are your biggest threats? Where are going to deploy your top talent? Where are you going to invest your resources? Where are you going to develop more talent? Where can you create more resources? If these answers are not clear in your mind it is likely that you are not getting the maximum leverage out of your talent or yo
Freelancing is becoming more and more viable for many people. It combines the ability to plan your own business time with your home life. Broadband enables files to be sent quickly to the client for approval. This article is written from my own experience of becoming a freelance designer but most of the tips are applicable to anyone wanting to break free from full time employment and go it alone.Things to consider before going freelance Are you self motivated? You will need to be able
In contrast I felt it was my responsibility to use my position of influence to transfer knowledge and experience for the purpose of developing subordinates into becoming leaders in their own right. I wanted to make sure that I developed troops that could think on their feet and take charge in the worst of situations assuming that I might not be available to lead them.
Ask yourself the following questions: What are your best markets? Who are your best clients? Where are your greatest opportunities? Where are your biggest challenges? What are your biggest threats? Where are going to deploy your top talent? Where are you going to invest your resources? Where are you going to develop more talent? Where can you create more resources? If these answers are not clear in your mind it is likely that you are not getting the maximum leverage out of your talent or yo
In his book, The Road Ahead, Bill Gates of Microsoft writes of “friction-free capitalism” made possible by developments in communications, chief among them the Internet and its World Wide Web. In this context, “friction” is everything that keeps markets from functioning as the “perfect competition” of economics textbooks. This friction can be a function of distance between buyer and seller, costs of overcoming this distance, and incomplete or incorrect information.Friction manifests itself by causing barriers to entry for new co
Ask yourself the following questions: What are your best markets? Who are your best clients? Where are your greatest opportunities? Where are your biggest challenges? What are your biggest threats? Where are going to deploy your top talent? Where are you going to invest your resources? Where are you going to develop more talent? Where can you create more resources? If these answers are not clear in your mind it is likely that you are not getting the maximum leverage out of your talent or your resources.
It is very typical (although not very productive) to have too much talent or too much budget being wasted in areas of little or no return. Any great leader will periodically challenge his/her assumptions to test whether given the current environment they have the right mix of talent and resources applied to the right areas. If you have what is perceived as a great opportunity yet is seems to be stalled immediately stop and evaluate the talent, resources, systems, processes, market dynamics, etc. to determine where to apply leverage to kick the initiative into high gear. By way of contrast if an initiative has been taken from concept to implementation and it appears to running smoothly you need to evaluate whether key talent and/or resources can be redeployed to other higher and better uses.
I’ll close with one last military analogy. There is an old saying in the Army that prior proper planning prevents poor performance. It is essential as a business leader that you have a clear vision from which you develop a definable mission that leads to an actionable strategy. It is through articulating your strategy that you will be able to tactically recruit and deploy the right talent and make the proper allocation resources at the right time for the right reasons.
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