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September 30, 2012 By Pensare Group Leave a Comment

Networking: Your Best Self-Marketing Tool

istock_000008140633xsmallWhen it comes to making professional contacts, the term networking is being thrown out all over the place these days, and it’s easy to confuse virtual interactions with the real deal. Just so we’re clear: “Friending” on Facebook or inviting others to join your LinkedIn page have their place but they are no substitute for professional networking by attending events and following up with those you meet. Effective networking simply involves establishing a meaningful connection.

It helps to start in an environment where you have something in common with others, for example, professional associations or philanthropic organizations. Try a local alma mater group where you might run into someone you know. Great connections often come from a referral from a friend, so don’t hesitate to ask others what they would recommend.

Networking should be an integral part of your professional life. But there are ways to do it well and get the most out of your networking experiences. Here are my top tips for making the most of networking:

#1 Know why you’re there. You’re there to meet people. So meet people! Reach out and introduce yourself, but take the time to get to know each person you meet. It’s not about the number of cards you walk away with, rather the number of people you meet who would want to invite you to a follow up call or lunch. Consider setting goals that focus on the most productive outcomes such as being invited to lunches or encouraged to follow-up next week. Another goal could be getting to know something substantial and personal about X number of people at an event.

#2 Make friends first. The biggest mistake you can make at an event is seeing everyone in the room as a prospect then wasting their time and yours with non-productive follow-up lunches or calls. People know when they are a target, and they will resist you. First seek to know the person – make a friend so they want to do business with and help you. As you know, creating strong relationships takes an investment of your time and theirs.

#3 Be selfless. This is an attitude, and an important one to adopt. Go into every networking situation with the mindset of “How can I help you?” instead of “How you can help me.” This attitude is particularly important on a follow-up call or lunch. Appreciate the fact that someone is giving their valuable time to you. Assume they see the time they give to you as an investment – so make theirs a wise one by giving them something they need. Of course, thank your contacts for their time before and after a meeting. But, more importantly, find a way you can help them. This gives you a natural and welcomed way to follow up yet again while continuing to strengthen the relationship. Be overt about helping if you have to. What’s wrong with asking “Is there anything I can help you with?” Giving first is a clear way of creating the most meaningful connections.

#4 Look everyone in the eye whenever you can. When you go into a networking event assuming everyone’s a prospect your eyes give you away because they focus on reading every name tag that floats by. If you make a connection with someone, then focus on having a conversation with them. And if you really want to remember their name, introduce them to 1 or 2 people you know.

#5 Meet in person. Remember, when you’re seeking information or help from someone in your network, you’re more likely to make a stronger impression and get more out of the connection if you meet with them face-to-face rather than communicating by phone or email – it’s your time to shine, take advantage of it by presenting yourself with poise and confidence, and reinforce your position with positive body language. Whether you’re looking for a job lead, feedback, a reference or information about generating new business, you are more likely to get what you need if you’re face-to-face. The reason is simple: It’s harder to say no to someone when you’re looking him or her in the eye. Networking should be integrated as a part of your job description. Whether you put it on your weekly to-do list or approach it informally, it’s important to regularly and consistently work to grow and strengthen your network. Make building relationships your highest priority – this approach will lead to more established contacts and friendships that can have a positive impact on every aspect of your
professional life.

Filed Under: Efficiency, Networking, Productivity, Sales

June 17, 2012 By Pensare Group Leave a Comment

To the Moon (High-Performance Cultures)

istock_000019512143_extrasmallIn the early 1960s, President John F. Kennedy stated that he wanted to send a man to the moon and bring him back safely by the end of the decade; a pretty lofty goal. Senator George Smathers from Florida agreed with the “lofty goal” part. So, before voting to secur e funds for the initiative, he wanted to make sure he made the right decision. He visited Cape Canaveral to do a bit of detective work on his own. After much time, observation, questioning and exploration he still had not made a decision.

At the end of the day he saw a worker cleaning up and asked what her job was. Her reply was simple, “I’m part of a team that’s going to send a man to the moon and bring him back safely by the end of the decade.” Decision made!

This is an example of strategic alignment at its best. Everyone knows the organization’s charge, and all of the stars are in alignment (strategic intention: systems, processes, leadership, management, expectations, authority, responsibility, individual empowerment and supportive behavior). But what happens when the stars are misaligned; when the systems and departments are out of sync? What happens when a department exists for the good of itself and individuals behave selfishly rather than for the greater customer and organizational good?

The simple fact is that the more an organization’s systems and processes are aligned with its strategic intention – and all of the employees support this alignment behaviorally – the greater the opportunity for success.

In fact, if the plan is sound, it’s almost impossible to fail no matter how ambitious the organization or that plan is – even if that includes sending a man to the moon.

By Grant Stewart, Performance Matrix LLC.

Filed Under: Alignment, Planning, Productivity

April 23, 2011 By Pensare Group Leave a Comment

Caught in the Middle: What is a Mid-level Manager to Do? (Part I)

istock_000019568042_extrasmall-resized-600

 

Despite the fact that there are signts that the economy is turning around, not everyone is rejoicing. Though we often think that terminated employees are a recession’s only casualties, middle managers often shoulder the stress of a shaky economy more than any other workplace employee.

All too often, organizations overlook or dismiss the middle manager’s quagmire. However, this level is more important than ever to an organization’s viability.

Middle Management’s Quandary – Like being the Middle Child

The middle manager (MM) often parallels the middle child in a family. The oldest children (or senior level executives) are privy to information often withheld from younger family members. They also receive other advantages such as their parents’ and younger siblings’ adulation, first crack at the family resources and more opportunities than subsequent children. Older siblings (senior executives) are pressured by their parents (board of directors, shareholders, clients and the public) to live up to sometimes lofty expectations. Many of them succeed. Equal numbers look to their younger siblings (particularly the middle ones/middle management) to deflect the pressures placed upon them and pass undesirable responsibilities onto them.

The babies in the family (or those working under middle management) try to keep up with their older siblings. They also covet the MM’s privileges but haven’t put in the time yet to earn them. Often, they receive the desired attention when they misbehave or entertain through their antics. Frequently, they are left out of the information loop and as a result, become frustrated. In these instances, the youngest turn to their closest siblings (the middle children) to vent those frustrations. What’s more, these middles are expected to “fix” things when they go wrong.

The “middle child syndrome” isn’t limited to children per se. Today’s corporate MM suffers from similar feelings regarding his or her position in the pecking order. Sure, they have more advantages (i.e., higher salary and better title) than lower level workers. But they also have fewer perks than top

management. Worse, MMs rarely receive the glory yet shoulder more responsibilities than the most and least senior managers combined.

Help Middle Managers Succeed Because You Can’t Succeed without Them

First, recognize the situation that MMs are in – caught in the middle. Yes, they get more pay because of their increased responsibilities, but remember they were most likely promoted to their current position by demonstrating aptitude in their technical area of expertise (e.g., accounting, IT). They more than likely have not been trained to delegate effectively, connect their action with corporate priorities or ask the questions necessary to ensure the teams makes the highest and best use of their time.

Second, remember MM can often be a thankless job; akin to a no-man’s land. Doing the right thing for an employee is not always rewarded at the top – and vice versa. This “reward system” can often lead to great confusion and sometimes political methods to manipulate an outcome rather than achieve it through open persuasion and discussion.

Third, someone new to MM will make mistakes. Managing people and getting things done through others is complicated. Where are we actually trained in these skills? Yet, this powerful and permanent teaching method – learning from mistakes – is often rewarded with reprimand or removal of responsibilities.

It’s a wonder that MMs do successfully matriculate to senior management.

How Senior Management Can Leverage MMs Fostering Success

Here’s what smart executives recognize and incorporate to ensure their MMs help them succeed:

Identify those employees whose personal values are consistent with the organizational values. Inconsistency between what the organization rewards with regard to work ethic and approach is a common point of contention. Getting results is important, but MM also represent the company with their teams and with clients.

Mentor so that they can hone the skills to effectively step into middle management roles. Opportunities include maximizing their time; fostering appropriate delegation skills; and mastering effective communication-both listening to others and articulating their own ideas.

Treat them with respect and enable their learning. Embrace their mistakes and help them learn. Enable them to succeed. You’ll create highly loyal employees who are motivated beyond their paycheck.

Allow them to stretch their big picture/strategic thinking muscles. The more top management allows mid-level executives to do so, the more skillful they’ll be at managing/dealing with both upper and lower level employees. Rather than dictating from the top, bring the MM into the fold to help create and implement strategic plans. The more invested in the plan the MM is, the more likely he/she will be able to successfully carry out the company’s mission.

Encourage proactive thinking among MMs and give them the leeway to make decisions on their own. Doing so encourages them to circumvent problems, reduce the amount of time they spend reacting to complaints and problems from the top and the bottom as well as customers. In fact, creating a cultural shift in how MMs respond to the aforementioned can drastically change not only the workplace environment but how successful the organization will be overall.

Ensure that your MMs have a vested interest in the organization’s strategy. It falls under the “what’s in it for me” category. If your MM sees an opportunity to hone and/or acquire new skills that will help him/her move up, they’ll be more likely to reinforce the strategic plan during difficult times, rather than react in the moment.

Get personal. It’s easy to forget that the workhorse MM is a person with family, friends and interests apart from the business. Acknowledging this aspect of the MM’s life will go a long way towards making sure that they are content and have the energy and dedication to carry out their responsibilities well. Moreover, if you provide your MM with specifics that will personally fulfill them, they will return the favor with efficiency, productivity and happy employees.

Finally, think of the MM as the mother of the family. As long as you acknowledge the MM’s efforts, listen and respect them when they want to be heard, and support them to ensure that the organization is a well-oiled machine, the home/workplace will then be a happy one.
———————–
This article was first published as a guest blog by Bryan Malickson, The Title Attorney, http://www.thetitleattorney.com/.

Filed Under: Efficiency, Performance, Productivity

April 23, 2011 By Pensare Group Leave a Comment

Mid-level Managers – The Secret Engine of Growth (Part II)

iStock_000020656499_ExtraSmallEnter any car dealership and chances are that you’re quickly dazzled by the shiny models on display. The chrome glistens. The leather entices with that brand new smell we all love. The vivid reds convey excitement and the metallic neutrals exude elegance and success.

Unless you are a true car aficionado, you probably won’t give the engine much thought. In fact, most buyers won’t even bother to look under the hood. But beyond the glitz andsparkling alloy wheels, the engine is the most vital part of the car. Without it, you won’t go anywhere. The same can be said for the mid-level managers (MM). An organization that lacks strong MMs won’t get very far.

Why MMs Are More Important than Ever

A strong management team is essential to a successful organization. Culling middle management from within the company yields high-impact results. Yet in reality, MMs are often hired from outside. Why? I’m not sure. Developing staff from within must seem more daunting than hiring someone from the outside with, in theory, the right skillset. The more I think about it, this approach is silly. When was the last time you highlighted your shortcomings on your resume? Seems like an unfair comparison, doesn’t it?

Making a commitment to develop MMs from within not only underscores the corporate philosophy, branding and culture but also boosts morale and motivation by reinforcing the values the company rewards – a visualization of personal future success. Employees naturally see their future career opportunities within the company, unless they do not share the same vision.

Where Do You Start?

When developing MMs, technical skills alone are not enough – yet that’s how MMs identify their own success. MMs must be given the opportunity to expand beyond their technical abilities, learn new methods and grow beyond their current capabilities. If you’re a manager responsible for MMs, focus on helping them:

Exercise diplomacy. Middles are well-known for their ability to appease others, yet often defer to senior managers during difficult situations. Help MMs by exploring alternatives and developing an approach that works for that MM; keeping in mind your approach may – or may not – be natural or comfortable to the MM.
Be adaptable. Middles, by nature, must be flexible since they can be overlooked, discounted, bumped into a new role at whim or expected to shoulder unrealistic burdens. Help Middles adapt by understanding how they see the situation. Allow them to borrow your knowledge rather than just telling them what to do.
Look at the big picture. The most successful MMs explore all aspects of a problem and look at all potential solutions before implementing a plan. This ability to think strategically is essential to a strong MM, yet many need permission to think so broadly.
Bring out the best in your team. A good MM allows the team to participate in decisions then rise to the occasion and meet/exceed their expectations. Good MMs are enablers, but for time efficiency we often skip the enabling process. Create a safe environment where teams can develop ideas, act upon them and then follow up understand the effectiveness of their decision-making. Growing together creates solidarity and trust – a cornerstone of teams that excel.
Focus on results. In the same vein as ego, a strong MM does what it takes to achieve the results that align with corporate objectives. Sometimes, that means setting aside agendas or ideas about how the results will be attained. Let others figure out the how. Who knows, you might learn something new.

Why Bother?

While it is important for MMs to be proactive within their positions, it behooves the organization to be just as hands-on in ensuring that they have a strong middle management team. Why? The reasons are plenty:

Reduce costs. Workplace stress and burn out costs organizations more than $300 billion annually in absenteeism, health care and stress-reduction programs, according to 2004 New York Times article. Bolster your mid-section and you’ll see a boost in your bottom line.
Improve morale. An inefficient, unstable workplace only compounds the duress MMs face. When MMs are valued and supported, they are better equipped to ensure that their employees are happy and well-cared for, which improves morale across the organization.
Higher productivity. Happy workers are busy workers. Better morale among MMs and workers translates into greater productivity.
Better employee retention. Successful MMs retain loyal employees. According to the U.S. Bureau of Labor Statistics, 23.7% of U.S. workers voluntarily left their jobs in 2006. As a result, direct replacement costs on a departed employee can reach as high as 50-60% of his/her annual salary, according to a Society of Human Resource Management report. What’s more, strong MMs also attract highly qualified employees who desire to work in a positive, successful environment.

Filed Under: Alignment, Efficiency, Productivity, Uncategorized

June 23, 2010 By Pensare Group Leave a Comment

Top Performers and the Law of Attraction

The Secret and the Law of Attraction have been circulating the airwaves. A basic summary of the Law of Attraction is that “like attracts like.” The law works by attracting similar forces to each other. If we focus on the positive, we will manifest abundance from the universe and positive things will be attracted to us. If we think negatively, we will attract negative experiences and results. There are mystical elements wrapped up in the Law of Attraction. As if we have a magical power to bring good things in our direction. It is extremely alluring. Is it true?

Yes and no – both! Yes, the truth beneath the mysticism is based in cognitive psychology which has a firm research footing. What people think will drive how they feel and what they do. If a person focuses on the negative it will impact their mood, their expectations and their actions. If an individual chooses to be optimistic and look for opportunity, they will be more positive, open and confident. As a result, they seize opportunity when it arises. In fact, a British researcher found that “lucky” people actually behave differently than “unlucky” people. Those who are “lucky” are more optimistic, open and skilled at seizing opportunities. Lucky people do not have exceptional fortune or magic power; they behave differently and thus get different results. I believe that the Law of Attraction is similar to the idea of luck. If we focus on the positive and seek opportunity we will get better results.

If this is true, then is Law of Attraction real? Can we attract all good things by thinking the universe towards our wishes? Much to our deep dismay we are not able to wish things into reality. There are endless examples of hopes dashed by painful disappointment. We all know people who have bravely fought illness with great optimism and succumbed. Great positive hope did not stop the force of the disease. Even more, as a group we are completely incapable of stopping natural forces that regularly wreak havoc. If people could truly wish hopes into existence, we could use our will to chase away a hurricane, a tornado or a flood. This never happens! When considered on this scale the overreaching myth of the Law of Attraction is evident. If we live at such a high level of expectation, we are going to be disappointed!

What to do? Top Performer’s are anchored in optimism and realism. They know the power of their perceptions and will choose beliefs that are positive and productive. They also know that they must correctly manage the realities on the ground. They strategize and adjust to events as they unfold. Top performers continually work for themselves with both optimism and realism. So go ahead, use the Law of Attraction ideas to create positive energy for yourself and use that energy to strategize, plan and build success!

Reprint permission granted to Sorrell Associates, LLC by Barbara A. Kay, MA, LPC, RCC Co-Author, The Top Performer’s Guide to Change

Filed Under: Focus, Performance

October 18, 2009 By Pensare Group Leave a Comment

Chasing Butterflies – Power of Distraction and Value of Focus

chasing_butterfliesHave you ever noticed how much we learn from our children? I am reminded regularly that while the flow of wisdom and insight theoretically travels from the older to the younger generation, in reality there is plenty of learning to be done in both directions. A case in point – my son has ADD and as a teenager buried under a significant daily workload and homework, he has really struggled to develop coping mechanisms to compensate for a short attention span, and to learn how to focus.

This week, before school, we were laughing about “the butterflies” in his life – those interesting things that come along and distract him while he is trying to get his work done. It might be the sound of the ice cream truck traveling the street outside his window, or it could be a 3-D puzzle sitting on the edge of his desk. The “butterflies” take many forms, but universally they have the same impact. His concentration and productivity are derailed in a nanosecond as a beautiful colorful butterfly catches his attention and becomes his new focus.

Later that same morning, I was working with a client and her executive management team to refine the action plan required to ensure the organization meets its critical goals for the fourth quarter of this year. The CEO had been making terrific progress on key revenue, profitability and operational goals, when a significant new opportunity had arisen that required a tremendous amount of her personal dedication and effort to bring the opportunity to fruition. As we worked through the ramifications of this new opportunity, I found myself wondering: is this a butterfly? Is it worth chasing this “once in a lifetime” opportunity which falls far outside this organization’s core service offering, at the risk of losing focus on critical 2009 goals?

So I asked my client – have you ever heard about the challenges of chasing butterflies? As I relayed the story of my son, faces lit up around the table. That’s it, they said, we’re distracted from our core purpose and we are at risk when we do that. We agreed that chasing butterflies can be fun and productive – not always risky – but that for now, we needed to return to the critical goals that were going to ensure that 2010 will be everything we plan for it to be.

by Lesley Boucher

Filed Under: Alignment, Focus, Purpose

August 23, 2009 By Pensare Group Leave a Comment

When the Stars Align – Your Organization Does Too!

starsThink the stars have to align to achieve better efficiency? No, but you do have to align all the efforts in your organization if you want to succeed. You know that noise your tires make when you’re tires aren’t all going in the same direction? that’s how an organization sounds to both customers and employees when things are simply not aligned.

Intellectually, we all know the importance of a good strategy, yet so many organizations fail to have one, or they have one but it sits on the shelf with limited following. Clearly, when the organization is aligned to deliver against the vision, it possesses competitive advantage that is hard to match in any industry.

Alignment is so underrated. Having the people, process, and planning all targeting the same direction is a mechanism for growth, particularly those in a responsive market. For those in a sluggish environment, it can be the difference between being in business and being out of business.

Alignment ensures your resources are properly allocated. It keeps hidden costs down, improves productivity, and accelerates customer and employee satisfaction. Need we also mention alignment brings predictability to profitability and growth?

More importantly, alignment isn’t that hard to achieve yet few excel. It can be difficult to initiate in an organization where misalignment has taken over in defense of personal agendas and philosophies on where the organization should direct it’s efforts. After all, organizations are made up of people who in lieu of a good strategy create one on their own. We’re all very driven by objectives – yours if you give them to me, but mine if you don’t. When the objectives that drive my decisions are not aligned yours, we create inefficiency – and it’s costly inefficiency.

Here’s a fun exercise. Calculate on average for a given employee the number of hours wasted on doing the wrong things, talking about things that aren’t relevant to achieving strategic goals, re-doing work that could have been done correctly. Now multiply that by the number of people in the organization who do those inefficient things.

Many of these costly issues hide under the label “poor communication.” Start with communicating clear direction and expectations. And, if you haven’t sat down to do a strategy, it’s only a couple hours of your time and could have hundreds of hours of staff time. Still need an incentive?

Filed Under: Alignment, Efficiency, Performance, Productivity, Strategy

June 5, 2009 By Pensare Group Leave a Comment

Find Clarity in Vision then Measure

istock_000018345612_extrasmallThe current economic environment has revealed numerous weaknesses in our financial and regulatory systems. We regularly hear from our clients about the challenges they face in financing sound business plans for expansion into new markets – it is just not simple to access the funding required to make innovative change and take on new challenges. While this can be extremely frustrating, it reminds us of the importance of returning to basics – to reflect on some true fundamentals of business that will continue to drive success in any market conditions. In our experience, organizations consistently outperform their competitors and thrive in difficult economic times when they:

Establish a clear vision of who they plan to become;

Constantly communicate that vision so everyone understands the bigger picture and sees their role in translating that “picture” into reality;
Develop a 12-18 month action plan, with SMART goals and action steps that guide how resources will be utilized to attain that vision; and
Monitor and measure progress at regular intervals throughout the year to ensure the plan remains evergreen and that resources across the organization remain in alignment.
The article below picks up on this theme of measurement and “alignment” – what it means and why it is important. We have seen some incredible results for clients who choose to focus on alignment, assess the degree to which all of their resources are being consistently channeled towards their overall goals, and who regularly measure whether the changes they are making are increasing or decreasing strategic alignment within their organization. As always, we hope these insights help you in your efforts to grow and prosper!

Filed Under: Planning, Strategy, Vision

April 22, 2009 By Pensare Group Leave a Comment

Satisfied – or Loyal – Customers?

Is there really a question?

According to author, Jeffrey Gitomer -”Customer Satisfaction is Worthless, Customer Loyalty is Priceless”

Apparently companies like Costco understand the difference. They have been recognized as the leader in customer loyalty among warehouse retailers, rocketing from start-up to Fortune 50 status in less than 20 years, while spending next to nothing on advertising and marketing because of word of mouth referrals. They know that companies with the highest customer loyalty typically grow at more than twice the rate of their competition. And, by raising customer retention rates by 5% it is possible to increase the value of an average customer by 25% to 100% (The Loyalty Effect, F. Reichheld). Rather than spending time trying to remember if you’ve ever seen a Costco advertisement, let’s talk about behavior and why emotions matter in the customer experience.

Regardless of how high a company’s satisfaction levels may appear, satisfying customers without creating an emotional connection with them has no real value. This should be a red flag issue, especially when you consider that it’s reported that 90 to 96% of customers won’t complain. They simply walk away. Emotions Matter…because customers and staff are always emotional, and in service industries where the interaction with customers is often personal and stressful and the emotions are more intense. A healthy way to view emotions is not as a problem But as the basis for forming relationships – This is how to develop loyalty!

Start with a discussion about the vision of the company. If it’s written, you can usually find a statement about customers under glass on a conference room wall. It often goes something like this – “We believe Customer Satisfaction is our #1 Priority.” But when you ask people inside the organization what that statement really means and how it is measured, the silence is often deafening. If the people in the organization don’t have a clear definition of what you mean by customer satisfaction, then how do they convey it to your customers?

I have come to the realization that “Customer Loyalty is all that matters,” especially when you define loyal customers as people who will do business with you again, tell others about you without hesitation, and refer people they care about to do business with you. Hugh McColl, founder of North Carolina National Bank, ultimately became Bank of America had a simple philosophy: “I take care of my people, my people take care of my customers, my customers take care of my shareholders.” He never said, “I want to be the number one bank on the planet.” Loyalty is earned. It stems from actions that are taken and the words that are spoken by employees. It’s not just business as usual!

By Norm Gauthier. Reprinted and adapted with permission for Sorrell Associates.

Filed Under: Customer Loyalty, Sales

April 1, 2009 By Pensare Group Leave a Comment

Can You Assess Your High-Performance Climate?

istock_000007071556xsmall1Surveys are quick to build and easy to distribute via the internet. The tough part is often selecting a diagnostic tool and performing the analysis.

When selecting a tool, opt for one that has proven to provide useful data and covers a variety of dimensions. It’s helpful if it is easily adapted to include your areas of focused interest.

One such tool is a model adapted from the Malcolm Baldridge National Quality Award. The results generated by Baldridge winners are consistent and astonishing. The seven Baldridge categories provide a simple framework to assess the perceptions of your staff, proven time and time again to illuminate problem areas. These seven criteria are called the Criteria for Excellence and address the elements for the health and survival of your organization.

Leadership – Includes creating and sustaining values, organizational direction, performance expectations and customer focus that promotes performance excellence.
Strategic Planning – How the organization sets direction and how plans are put into action.
Customer Focus – Addresses how the organization determines the requirements and expectations of customers. It also addresses how the organization strengthens relationships with customers and determines their level of satisfaction.
Information and Analysis – Deals with the use of data and information in the organization to better understand areas for improvement and how the organization is performing.
Human Resources Development and Management – Determines how employees are encouraged to maximize their potential, as well as maintaining an environment conducive for performance excellence.
Process Management – Identifying how processes are designed, managed, improved and their cycle times reduced.
Business Results – Focuses on performance improvement in key business areas and how effectively these results are communicated throughout the organization.
Should you consider conducting an assessment? If the following symptoms sound familiar, give serious consideration to assessing your organization:

Profitability is slipping
Customers are defecting
Employee turnover is high
Market share is eroding
Internal conflict is the order of the day, excessive meetings, lack of personal accountability, communication breakdown, time management issues, reactive rather than proactive thinking (shall I continue?)
You spend more time reacting to competition
A baseline assessment allows you to see where you are today. If you are planning any organizational interventions, then the baseline will allow you to measure true progress in the future.

Adapted with permission from Grant Stewart, Performance Matrix LLC.

Filed Under: Alignment, Assessment

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