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  • Everybody's Business Engaging Your Total Enterprise to Boost Quality, Speed, Sav.


    内容提示: EVERYBODY’S BUSINESS EVERYBODY’S BUSINESSDR. MARTA WILSONFeaturing Dr. Altyn Clark and ColleaguesEngaging Your Total Enterprise to Boost Quality, Speed, Savings and Innovation This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher and author are not engaged in rendering legal, accounting, or other professional services. If legal advice or other expert assistance is required, the ser...

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    EVERYBODY’S BUSINESS EVERYBODY’S BUSINESSDR. MARTA WILSONFeaturing Dr. Altyn Clark and ColleaguesEngaging Your Total Enterprise to Boost Quality, Speed, Savings and Innovation This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher and author are not engaged in rendering legal, accounting, or other professional services. If legal advice or other expert assistance is required, the services of a competent professional should be sought.Published by Greenleaf Book Group PressAustin, Texaswww.greenleafbookgroup.comCopyright ©2012 Dr. Marta WilsonAll rights reserved.No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means, electronic, mechanical, photocopying, recording, or otherwise, without written permission from the publisher.Distributed by Greenleaf Book Group LLCFor ordering information or special discounts for bulk purchases, please contact Greenleaf Book Group LLC at PO Box 91869, Austin, TX 78709, 512.891.6100.Design and composition by Greenleaf Book Group LLCCover design by Greenleaf Book Group LLCCataloging-in-Publication dataISBN 13: 978-1-60832-392-0Part of the Tree Neutral® program, which offsets the number of trees consumed in the production and printing of this book by taking proactive steps, such as planting trees in direct proportion to the number of trees used: www.treeneutral.comPrinted in the United States of America on acid-free paper12 13 14 10 9 8 7 6 5 4 3 2 1First Edition Tis book is dedicated to Dr. Roseanne Foti. Tank you f or igniting the launch of my prof essional fight and the fights of so many others you’ve mentored. Y ou are a role model and an inspiration to all who know and love you. CoNtENtSExperts ixAcknowledgments xiPreface xiii1. Eva: Committing to Exceptional Customer Awareness 12. One Small Step: Adopting a Total Systems Perspective 93. Pixels: Assessing Organizational Performance 19Dialogue and InnovationChat with an Expert: Dr. William Bracken4. Nexus: Planning Strategically to Propel Forward 33Dialogue and ClarityChat with an Expert: Dr. Altyn Clark5. One: Developing the Workforce Individually 49Dialogue and PeopleChat with an Expert: Dr. Sharon Flinder6. Puzzle: Creating a Smart Human Capital Strategy 67Dialogue and UnityChat with an Expert: Vaughan Limbrick viii EVERYBODY’S BuSinESS7. Optimum: Sustaining Productivity with Passion 83Dialogue and IntegrityChat with Two Experts: Paul Odomirok and Dr. Patrick Hartman8. Oddity: Facilitating Technology-Driven Transformation 103Dialogue and TechnologyChat with an Expert: Brian Skimmons9. Energy: Measuring and Motivating Performance 121Dialogue and TruthChat with an Expert: Dr. Garry ColemanClosing Refections 135Endnotes 137Bibliography 141Index XXXAbout the Author 153 ExpErtS Tis book features insights from eight dear colleagues and thought leaders:Altyn Clark, PhD, PEBrian Skimmons, MSTM, PMPGarry Coleman, PhD, PEPatrick Hartman, PhD, PEPaul Odomirok, MEd, LSSMBBSharon Flinder, PhDVaughan Limbrick, MS, HCSWilliam Bracken, PhD ACkNowlEdgmENtS tDr. Garry Coleman, Dr. Sharon Flinder, Dr. Patrick Hartman, Ms. Vaughan Limbrick, Mr. Paul Odomirok, and Mr. Brian Skimmons. I have drawn great ideas from a remarkable lineup of indus-try titans, including those invited to speak before the Northern Virginia Technology Council, which is the largest technol-ogy business association in the country. Other leaders in the regional exchange of ideas to whom I express gratitude are the Armed Forces Communications and Electronics Association, Inc. 5000, the National Defense Industrial Association, the here are many possibility thinkers and thought lead-ers whom I wish to thank for their contributions to this book. In particular, these esteemed colleagues and inspir-ing mentors include Dr. William Bracken, Dr. Altyn Clark, xii EVERYBODY’S BuSinESSProfessional Services Council, the Small and Emerging Con-tractors Advisory Forum, the Society for Human Resource Management, the Marine Corps Association, the Virginia Chamber of Commerce, and the W ashington Business Journal. For uplifting stories of selfess courage that inspire us all, I thank the following charitable organizations: Equal Foot-ing Foundation, Marine Toys for Tots Foundation, So Others Might Eat, various wounded warrior organizations, and the March of Dimes. As part of TSI’s corporate social responsibility initiate, we invest time, energy, and resources to support their missions.Nicole Tompson, scholar-researcher, served as a graduate intern for two years, contributing to the body of knowledge on which this work rests. Janelle Millard, strategic communica-tions manager, is one of the bright lights at TSI, where she has become an indispensable associate serving the community at large. Without them both, I would not have been able to pro-duce this work while running a vibrant company.Before closing, I’m particularly delighted to acknowledge the signature professionalism of TSI’s talented employees, stellar teaming partners, committed service providers, and dedicated customers within the defense and national security communities.On a personal note, as always, I express special thanks to my husband and sailing companion, Bob Wilson, for joining me on this remarkable journey. prEfACE Abook gives you a new confdence that small possibilities with big outcomes are waiting to be found in your organization—right now.A serendipitous collection of favorite ideas that have sparked the imagination and success of our customers over the years, this book will energize your bold goals and your vision of the future. My wish is that one or two of these ideas might revi-talize your own innovative confdence. You can consider this book a thought provocateur. It’s not food for thought; instead, re you ready to move forward? Tis book is about the next best step to be made by someone—anyone—in your organization. It can be a very small step and yet have a measurably powerful impact on productivity and proft. Tis xiv EVERYBODY’S BuSinESSit contains seeds for thinking—about your own enterprise. You need to take it from there.Most leaders these days run short, at some point, on imagi-native moxie. Have you? Let’s do a quick test: Do you know how to build agility into your enterprise, no matter how big or how lumbering it has been to date? If not, you need imagina-tive revitalization, because these days, agility is synonymous with longevity.I’m here to remind you that you can sustain longevity by imagining the smallest step with the biggest payof and then choosing that one step in lieu of all other options. Even better, I can help you imagine ways to free everybody connected to your organization to do the same: to make it everybody’s business to know and grow your enterprise!Tis book is based on research and practice. However, like most instigators of bold possibility thinking, it doesn’t talk much about either. Instead, it focuses on opportunities, actions, and results.Tese pages cast a spotlight on what happens after the latest research and possibility thinking have been incorporated into time-tested methods. Te object is to help you focus on the open question remaining when smarts and talent tackle a prob-lem. Are people really working, producing and serving in ways that are leaner, faster, better, and smarter? Do you know how to know if they are?Most importantly, how can you know, before launching a change to create improvement, whether it’s the right change or improvement? How do you contend with the haunting reality of opportunity costs? PREfacE xvSome leaders in small businesses, large corporations, gov-ernment agencies, and military organizations share a secret. Tey have a discipline to discover their best options by answer-ing this recurring question: What is the smallest step with the biggest return? Tis book, with its stories and questions, intends to remind you to think about doing things in new ways. Tis is my book’s one big idea: Find the smallest step with the biggest return. Ten take it.Marta WilsonArlington, VAJune 2012 1EvA: CommIttINg to ExCEptIoNAl CUStomEr AwArENESSTe older I get, the greater power I seem to have to help the world; I am like a snowball—the f urther I am rolled, the more I gain. — Susan B. AnthonyIenterprise to those working with you. Indeed, your business must become everybody’s business. Tis idea may seem idealistic, but it is quite serious. Cur-rent research into new business realities highlights new ways of working and a new kind of talent. I’ve culled that research for this book. We can speed to the end here: Scholars return again and again to the far greater potential that individuals hold in our new economy.ntegrity is a cornerstone in successful lives and careers. Wherever you are and whatever you do, integrity has imme-diate value. It means that individuals can be trusted with critical responsibilities. You have good reason to entrust your 2 EVERYBODY’S BuSinESSTransformation Systems, Inc. (TSI) is the company I launched in 2002 with a leap of faith and a credit card. Since then, the world in which I do business has evolved. TSI’s vibrant teams of subject matter experts have been on the cutting edge of these new waves in modes of working. Tis book draws on extensive interviews with them. Teir comments share a concern about the pressing need for innovation and continuous improvement. And they sound another, even more timely theme: Individu-als can be innovators and leaders, no matter their job level or duties. Let me start by explaining what I mean by “integrity.” My colleagues and I work daily to renew the trust others place in us; chances are you do the same. With rare exceptions, so do most professionals. Such personal integrity becomes a building block for something larger, something that we have dubbed “enter-prise integrity.” As a professional team, we use personal integrity in our work restoring enterprise integrity for our clients. Enterprise integrity involves correctly balancing all the moving pieces that make up an organization. Like the diverse instruments in a symphony orchestra, diferent factors in busi-ness—for example, goals, processes, talent, and outputs—can perform in concert for optimal results. Enterprise integrity characterizes a well-tuned business in which all the players are accurately performing the composer’s score.Also like an orchestral performance, enterprise integrity is not a static state. Organizations constantly shift, grow, con-tract, innovate, and otherwise respond to a tumultuous world. EVa: cOmmitting tO ExcEPtiOnal cuStOmER awaREnESS 3Balance is not a set point but an art. It takes a lot of practice. Te visionary leader is really a conductor.My colleagues and I support leaders in particularly tough realignments that require radical breakthroughs. As with any good old-fashioned tune-up, in these realignments we see evi-dence that daily attention to needed organizational adjustments has sufered in the rush of activity. As we restore operational balance to the whole enterprise, we also design processes that empower individuals to act with unprecedented range. Tus, performance measures are about motivation, not restriction.Most people associate large-scale organizational tune-ups with leadership, and I agree—to a point. As a leadership con-sultant who has for decades studied, supported, and provided professional development to executives, I have seen abundant evidence that impeccable leadership is critical for any orga-nization to remain adaptable and viable. However, too much emphasis on a leader at the top lets far too many other people of the hook.Tat’s because every single person with some stake in an orga-nization must be empowered to lead within his or her domain of responsibility. Tis person’s leadership role may be feeting and informal, or it may be ofcial, complete with title and per-formance targets. Either way, no one is inconsequential in steer-ing any enterprise to greatness, because greatness is achieved one decision, one action, and one person at a time. Simply put, that’s what Everybody’s Business is about. How do you make it everybody’s business to be sure that your organiza-tion achieves bold goals even in bleak times? And by everybody, 4 EVERYBODY’S BuSinESSI mean not just employees but also customers, suppliers, strate-gic partners, and even competitors!Let me save you from reading the last page and reveal the secret in the sauce: Everything depends on creating a culture where personal integrity can work in sync with enterprise integ-rity—the perfectly tuned, dynamic balance of discrete elements and participants—for all your stakeholders … every last one.Consider Eva, my favorite waitress at my favorite restaurant, where I sometimes meet colleagues for business dinners. I know I can trust Eva for consistent and quiet service. It was the night when everything fell apart that my regard for Eva’s work ethic was tested. Tat night might have been a turning point after which any loyal customer would have been hesitant to return. Instead, based on Eva’s leadership and resourcefulness, it made a far more loyal customer out of me. Te rare night of a million small glitches does happen, even in a stellar restaurant. I understand that problems are part of good business. But, as I sat with my two guests, I observed over their shoulders quite a scene unfolding in the hallway and at the server stations. Te bustle was chaotic: Servers were bump-ing into each other in the race to wait on their tables; unseated customers were huddled and watchful in full view; a suspicious smoke was frothing from the kitchen; a plate was overturned on the way to a table; another plate was broken on the kitchen foor. Tere were a variety of signs that this was turning into a night of food-service infamy. Yet my dining room was notably unafected. Eva was one of only a few servers, and she had picked up some large parties. EVa: cOmmitting tO ExcEPtiOnal cuStOmER awaREnESS 5She was in constant motion but managed to exude calm. She checked each plate for each course before stepping into the din-ing room. More than a few times she returned to the kitchen for adjustments. She arrived at every table focused on the people there, and nowhere else. One of my guests commented on her easy efciency; she knew where everything was and was able to maneuver through the chaos without a single incident. I noticed that Eva, aside from her own tables, was also assist-ing with the workload of her neighboring server. Such largesse is unusual for servers, who can tend to be protective about tips. Yet Eva juggled her own tables, keeping them at ease through their meals, and also stepped out to help others. She was mak-ing it her business to preserve the signature atmosphere of the restaurant. It occurred to me that Eva was deriving a sense of personal accomplishment by doing so. You likely agree that Eva embodies an ideal employee. You may even have some plan in place for fostering a working envi-ronment where someone like Eva can thrive. But that’s not enough anymore. You need to know how to create leaders and innovators by drawing out every team member’s potential—one person at a time. In other words, Eva, as a contributor to group success, is scalable. I’ve done this type of work all my career. You may have your doubts, or you may believe there is just not sufcient payof from investing in a cultural transformation in your workplace. Most likely, however, you have tried to fnd and keep top-notch staf—and failed too often. While salary is indeed a key indicator in companies with a stable talent base, so is culture—one that is built one person at a time. 6 EVERYBODY’S BuSinESSAs one of my guests at the restaurant that night pointed out, Eva was fuent in the working system behind the restaurant; that was how she succeeded in an economy of steps and choices. She ofset shortfalls in the kitchen staf by anticipating what to check and fxing what was lacking. She was free to supplement eforts of other servers with time saved and confdence gained. In turn, Eva gained substantial personal satisfaction. If my tip was any indicator, she also saw direct beneft. Te restaurant’s stellar training also revealed its worth that evening—in systems that expedited the fawless dinner Eva managed to serve us despite mayhem in the background.It’s much the same for anyone working for you. Te more individuals understand the total system, the more they can con-tribute beyond the narrow confnes of a specifc job description. Te more the systems are devised to let them contribute, the more they will. Te more incentives and opportunities to shine they have, the more they will shine. Everybody’s Business is not, however, about one more good human capital management program. If it were, I would have no need to write the book.Take a look at so-called virtual organizations. Each one is a case study in how total systems thinking is becoming part of collective consciousness in the workplace. In networked set-tings, each person still seeks a working concept of the full project and organization. Conversely, with a bricks-and-mortar build-ing, people can rely on physical context for a sense of unity. Without the building (and commute), however, people still cre-ate a framework, a system, into which they ft. Te workplace becomes a concept, not a building. Te concept is a system, not EVa: cOmmitting tO ExcEPtiOnal cuStOmER awaREnESS 7a desk. Studies show that successful work for teams that are not co-located occurs with a keen, shared sense of context. In other words, in new work realities, individuals spontaneously develop the big-picture viewpoint that is normally limited to leaders. Tus the new workplace cultures are fostering leadership quali-ties as a collateral beneft.How does this relate to you? Maybe you know you’ve settled for the constraint of cautious goals. Maybe you can sense a blind spot that hinders your full view of the organization’s potential. Or maybe you can see that your organization is falling short for reasons that still bafe you. What is certain is that until you are in a position to set goals that are equally bold and achievable, you are faltering without a big-enough picture to guide you.One problem with the big picture is the bewildering variety of business improvements, all of which are needed to adapt and compete, that are vying for attention. You are forced to face the reality that many will be shelved for want of resources. How do you prioritize? What do you trade of? Do you even have a reli-able approach to prioritizing and choosing tradeofs?Here’s the question you really want to ask yourself: Do you know how to identify the lowest-cost changes and strategic adjustments that will create the biggest payofs for the great-est number of people? You can discover this pivotal alternative when you access, expand, unite, and put in motion the total system of individuals who are connected to your enterprise. If anyone knows the cumulative impact of small, strategic choices it’s the skipper of a sailboat. My husband, Bob, and I often sail on the Chesapeake. While in motion, we focus on 8 EVERYBODY’S BuSinESSmyriad onboard details and all the natural elements at play around us. Sailing relies on simultaneous instinct and calcula-tions. I love sailing. When your feet leave land, it’s a lot easier to gain perspective on where you’ve been and where you want to go. Sailing and business are alike that way: Tey both get you from Point A to Point B—from wherever you are to a goal or destination. Tey’re both about motion. A sailboat is made to create motion. Its design and all its features have evolved over centuries of seafaring according to an economy of motion. Similarly, to paraphrase Harvey Mackay, organizations are also designed for motion. Leaders need to stay in motion to survive. Organizations that sustain motion thrive. As one small factor at sea shifts, we make an adjustment to restore balance and we keep moving. Do you want to know how to make the small adjustment that ofsets a sea change for your enterprise? In your enterprise, unlike when sailing a boat, you can seek ideas from everybody in the organization. Tey are likely to know more than you about the details and even about the total system. So, ask yourself: Am I looking to make strategic adjustments that will access, expand, unite, and put into motion the leader-ship and innovation potential residing in all the stakeholders connected to my enterprise? If you answer yes, you’re reading the right book. Everybody’s Business is a review of the old art and the new sci-ence behind achieving bold goals, one person at a time. 2oNE SmAll StEp: AdoptINg A totAl SyStEmS pErSpECtIvENothing in lif e is to be f eared, it is only to be understood. Now is the time to understand more, so that we may f ear less. —Marie Curiewachievement. In the same way, any one person involved in your entire enterprise can move it forward exponentially. Identifying those individuals and choosing the right steps is what this book is about.A whole team of unseen people stood behind Armstrong. Besides his family and friends, Armstrong relied on a close part-nership with colleagues at NASA. Tat NASA A-team, in turn, was building on the expertise and achievements of many oth-ers who preceded them. Armstrong stood on the shoulders of hen Neil Armstrong’s foot dropped of the last step of the lunar module and onto the surface of the moon, he coined the famous phrase that his one small step was a giant leap for mankind. A single footstep had advanced human 10 EVERYBODY’S BuSinESSgiants long before he took his one small step. Tis book is about getting to the small steps in your organization—those instances that are, indeed, watershed moments of success—in the only way possible: by creating teams of giants. Tat’s why this book, despite the economic climate in place as I write these words, is an optimistic assertion for envisioning bold goals and achieving unimaginable results, one person, one step at a time. Around the world and close to home, our organizations have become more networked. Our macro and micro challenges are ever more complicated, and our technologies are constantly advancing. Te expertise of each individual is even more criti-cal for shared knowledge and the innovative exchange of ideas. One way of looking at it is that everybody is needed for col-lective success. Individual performance is everybody’s concern.Research over the past few years is starting to detail a working world that no one would have predicted in decades past. Our working relationships are radically diferent. We all know busi-ness teams are using teleconferencing to collaborate across the country and around the world. Yet, it would have been harder to predict that the shift to network technology would have such impact even where it’s not strictly needed. For example, even if a colleague is located down the hall rather than across the continent, many people will communicate by sending an email or text message instead of visiting the individual’s ofce or even making a phone call. We are choosing to experience each other in radically new ways. Our collective work in particular conjures up our ability to imagine context. As work grows more networked (or, in some OnE Small StEP: aDOPting a tOtal SYStEmS PERSPEctiVE 11industries, more “virtual”), our creative bonds are adapting to technology. Or rather, technology is leaving its imprint on our teams and on us as individuals. Tis shift ofers an important opportunity, a new juncture where businesses can choose to build success from the individual up. For example, it was always true that any individual might need to lead a group efort occasionally. In a bricks-and-mortar setting, every individual still fnds him- or herself called upon to lead from time to time. Tis is not the same as the more visible, formally assigned role of leader. It is common for leadership to be informal and feeting; people rise to meet the unexpected challenge and then resume business as usual. What defnes the success of formal leaders is how well they empower everybody else to rise to the occasion. Are people around you ready and poised to apply their knowl-edge and abilities to forge a solution and achieve great things at a moment’s notice?Whether informal or formal, leadership styles vary; leader-ship visions vary. Even the degree to which any organization must change can vary. Te constant, however, is that excellence is achieved, time and time again, by the leader who institu-tionalizes a culture of continuous improvement, a leader who can enable responsiveness and fexibility in an ever-changing market. Flexibility is the key to enterprise health, wealth, and creative power. But a culture of continuous improvement relies on indi-vidual commitment. Like that one step onto the lunar surface, an enterprise requires individuals to achieve transformation. 12 EVERYBODY’S BuSinESSIndeed, the truth is that you can’t change an enterprise. What you can do is inspire individuals to commit to changing them-selves and their work.My own commitment to continuous improvement started early in my career. After receiving my PhD in industrial and organizational psychology, I was traveling around the country and internationally as an organizational transformation con-sultant. With every new engagement, I found myself learning how much the individuals involved already knew about the very solution that seemed to elude them. Now, as technology breaks down silos and hierarchy, the voices of knowledgeable participants that were silent then are far easier to hear—and to amplify.For my part, I wanted to keep learning as a way to pursue avenues that would help these great companies unlock their own potential. Soon I was spending most of my free hours and disposable income in seminars, absorbing applied wisdom from prominent scholars and change gurus like W. Edwards Deming, Peter Senge, Deepak Chopra, Meg Wheatley, Stephen Covey, and Carol Pearson. Tese names are legendary; their works are classics in business. While diferent in style and viewpoint, they all approach organizations holistically. Te holistic approach to business is classic, and classics mat-ter. Teir impact is far-reaching. George Lucas credits Jules Verne with inspiring his creative achievements. Shakespeare still infuences performances, even in sitcoms like Tird Rock f rom the Sun, whose lead “alien” says he created his signature OnE Small StEP: aDOPting a tOtal SYStEmS PERSPEctiVE 13grandiosity from his Shakespearean training. And some even admit to reliving the joy of LEGO® bricks as they play SimCity. Classics beget classics in literature and technology, and the same applies to business classics. Tought leaders who cham-pioned continuous improvement also believed in the power of one individual to launch large-scale change. Tey believed that one person’s improved expertise could ensure the success trajec-tory of a whole group. One person, one action has organization-wide value. Tis was true when the classic total systems thinkers were leading business into a new era of global competition, and it is truer now. Te frst step to unleashing the potential of individuals to improve your total organization is to get some concept of your enterprise as a working system, a total system. Various models exist to help portray an enterprise in this way. Indeed, many business models exist. Tey all tease out, in one way or another, distinct parts of the whole system, providing a starting point for how one change in one area can afect people and processes throughout the organization. Over time in many industries, the SIPOC model has suc-cessfully guided assessment activities in full-throttle organiza-tions. Its name is an acronym drawn from the elements it uses to defne an organization: suppliers, inputs, processes, outputs, and customers. But SIPOC is not the only model. Diferent models are helpful in diferent ways. In light of the research in new working environments, it’s interesting how total sys-tems models emphasize a central role for people. SIPOC, for 14 EVERYBODY’S BuSinESSexample, is largely about human beings. SIPOC and other models refect how a total organization can improve when one person or group gets smarter, reaches a benchmark, or employs a bright innovation. When you see how one person can have organizational impact and how one task can have enterprise-wide impact, you can start to turn the formula around. Whenever you face a large-scale problem, you can begin by looking for changes that will solve many problems (or seize many opportunities) across the whole organization. Tat’s why it’s important to remember the special value of the human element in total systems. Te human level is where continuous improvement occurs in orga-nizations. Your role as a leader is to draw on each person’s fu-ency in one or two areas of a total system in order to improve the whole.Consider suppliers: Te SIPOC model gives them promi-nence. Teir performance has profound impact on enterprise success. Teir frsthand experience of your organization’s work efectiveness can provide feedback that moves from the point of contact all the way to afecting choices in product design or directions in service expertise. Suppliers are particularly central as strategic partners—and sources of market information. Tese key partners can actually bring their expertise to bear and create solutions to support success, if you take the time to explain to them your business needs and goals. Tis is total systems think-ing in action. Have you talked with and listened to your key suppliers lately?Using the SIPOC model, customers are another great source OnE Small StEP: aDOPting a tOtal SYStEmS PERSPEctiVE 15for ideas to improve your products or services. Do you have a sufcient dialogue in place to discover ideas from custom-ers’ unique vantage point? Te same goes for your employees and contractors. Add to these the other stakeholders and people who interact with your organization in any way, from investors and media to the community-service groups with whom your staf may volunteer. Each of these individuals has something to say worth hear-ing. Tey ofer a comprehensive image of your total system at work. Here is where your quality of leadership is tested, even reworked. To begin, are you able to listen with an open mind to good and bad reviews? With a more updated approach, you also need to evaluate whether everybody in your business is listen-ing, because everybody is asked to lead innovatively.Listening is not the only quality needed in a culture of excellence. Leaders who are able to transform enterprises into rapidly responsive and adaptable groups tend to share similar qualities. Now everybody in the organization needs to foster the same attributes. Tese qualities, summarized below, have great impact on bottom-line success. How? Trough the bonds they create among everyone involved in your business. By fostering these collaborative bonds, leaders have access to all the best each person has to ofer. In fact, this holds true for me personally and professionally. As the founder of a consulting company comprised of highly credentialed subject-matter experts, I have a particular interest in turning to my employees. Tey inspire me and each other. Tey innovate. Tey motivate. Tey value everyone’s ideas and 16 EVERYBODY’S BuSinESSare able to take the long view. My colleagues at TSI are wonder-ful counsel. Tese experts all agree that there are a few fundamental char-acteristics of successful leaders. Tey notice in the workplace what academic research points out: Tese qualities are desirable in all employees and in others who are in a position to help your business. Tese key attributes should no longer be reserved for ofcial leaders. leadership Qualities for EverybodyLong-term ViewBig PictureVisionDelegationMotivationInclusivitySelf-awarenessResourcefulnessLeaders take a long-term view. Certainly, from time to time they may set aside a grander view to complete a project on time and on budget. Largely, however, leaders balance schedule and quality with people’s needs. Tey understand how retention and engagement serve the organization as well as its employees. Leaders see the big picture. Tey grasp how actions by one can afect many others. Tey also inspire others to think bey...


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