New Business Ideas 4 U

Posts Tagged ‘Achievement’

The next three ways that Larina Kase suggests to help turn your problems into opportunities are dealt with in this posting.

Build Supreme Motivation in Yourself and Others

As a confident leader, she suggests, you motivate yourself to get outside your comfort zone to get better results, but you also inspire others to move out of their comfort zones.

Mood is important and contagious and a harmonious climate leads to both inspiration and productivity. The better the energy level and mood of the team, the better the work performance.

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The second part of the book, The Confident Leader by Larina Kase comprises 10 chapters under the heading of How Confident Leaders Turn Problems into Dynamic Opportunities. Since it is likely that you have your fair share – or even more than your fair share – of problems, being able to turn a (significant) portion of them into opportunities seems a great thing to be able to do.

Let’s look at the first couple.

Focus on what’s Important

The first step in getting focused is to find what Kase calls your “Big It”, or what’s most important. This may seem obvious, but it’s not always apparent. An important – and seemingly silly – question is for whom is it important. Kase introduces the idea of the “Inner Committee’, which probably comprises all the people who have ever had an influence on your life. She asks: Do you want to do it, or is someone inside your head saying you ought to do it.

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HR Sacred Cow 1     It’s HR’s job to Look after the People in the Company

Why is this sacred cow?

Let me share a true story. I was once taken to task by the assistant HR manager of a company to which I was consulting. I had proposed a change to the company structure, which included a change in the way the sales forces were paid. The lady bailed me up one day – almost literally ‘spitting tacks’. “You have no right to interfere with my staff” she spat. “Madam”, I replied, “you have no staff”. She became apoplectic, to the extent I deemed it expedient to withdraw – from the scene, not from the remark.

I am so glad that some few years later, the learned professorial authors of The Differentiated Workforce have justified my stand.

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Here are the last three key points made by Baker, Huselid and Beatty on the relationship between line managers and HR in the development of the workforce.

Workforce accountability begins with creating performance expectations of both line managers and HR

• So both line managers and HR need to agree and spell out what are their respective accountability as regards workforce development and performance. By doing this the possibility of the whole process falling between the cracks – a concern I expressed in the last posting – is alleviated a little, but not entirely. The agreement must be:
  • Clear – it says exactly what each party will be accountable for
  • Written down – a verbal agreement is insufficient. Writing it down and signing off the agreement is a much stronger commitment
  • Measurable – how will each party be quite sure that the other has met the accountability?
  • Assessed – it needs to become a part of the performance appraisal of each party, and not just assessed on an annual basis only. Once a year is nothing like enough. This accountability is of sufficient importance to the functioning of the company it needs to be assessed at least monthly

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