Training Slides of Management Excellence, Planning & Stress Control, discussing the importance of Management.
Some Key-Points:
- Leadership
- Management
For further information regarding the course, please contact:
info@asia-masters.com
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27. Recipe for being a Leader
Take control of your life
Assume responsibility for who you are
Convey a positive and dynamic attitude in
everything you do
Accept blame: learn from your own mistakes as
well as those of others. Take blame for everything
that happens in your unit
Give credit wherever it is due
Be compassionate when you review your team
members' progress or lack thereof
28. Recipe for Being a Leader
Think great thoughts. Small thinking is why
companies go broke
Turn disasters into opportunities. Turn every
obstacle into a personal triumph
Determine your "real" goals then strive to achieve
them
When you want to tell someone something
important, do it personally
Don’t be afraid to get your hands dirty doing what
you ask others to do. Make coffee
29. Recipe for Being a Leader
Listen effectively
Encourage teamwork and participation
Empower team members
Communicate effectively
Emphasize long-term productivity
Make sound and timely decisions
Treat each person as an individual
Know yourself and your team
Protect your team
Have vision, courage and commitment
34. The way you dress
indicates whether you have conventional ideas or
whether you are a radical
shows how neat you are
suggests whether you will fit in with the company's
image
makes a statement about whether or not you care
enough to find out about the company, its image
and its objectives
shows indirectly whether you are confident,
whether or not you believe in yourself.
36. Holistic Communications
Conclusions
Communication is a holistic concept; everything
we do conveys something about ourselves
If you want to achieve greatness in your chosen
objectives you must communicate holistically. It is
not enough to write well or to know a lot of big
words. You must be able to project an image that
will lead to success
You can change the way you appear to others by
changing your behavior pattern
If you want to change your behavior pattern, you
must change everything about yourself.
71. When to Avoid
When an issue is trivial.
When there is no chance of getting what you want.
When the potential damage of confrontation is
greater than the benefits if resolution.
When you need to gather more information.
When others can resolve the conflict more
effectively.
When you need to cool down, reduce tension, and
regain perspective or composure.
114. Transformational
Charismatic and visionary
Inspire followers to transcend their self-interest
for the organization
Appeal to followers' ideals and values
Inspire followers to think about problems in
new or different ways
Common strategies used to influence followers
include vision and framing
Research indicates that transformational leadership is more
strongly correlated with lower turnover rates, higher productivity,
and higher employee satisfaction.
133. Assessment Model:
S W O T
Assessment
External Assessment: Marketplace,
competitor’s, social trends, technology,
regulatory environment, economic cycles .
Internal Assessment: Organizational
assets, resources, people, culture,
systems, partnerships, suppliers, . . .
• Easy to Understand
• Apply at any
organizational level
• Needs to be
Analytical and
Specific
• Be honest about your
weaknesses
Good Points Possible Pitfalls
SWOT SWOT
145. Major Components of the
Strategic Plan / Down to Action
Components
Mission
Vision
Goals
Objectives
Measures
Why we exist
What we want to be
Indicators and
Monitors of success
Desired level of
performance and timelines
Planned Actions to
Achieve Objectives
O1 O2
AI1 AI2 AI3
M1 M2 M3
T1 T1 T1
Specific outcomes expressed in
measurable terms (NOT activities)
Strategic Plan
Action Plans
Evaluate Progress
Targets
Initiatives
What we must achieve to be successful
153. Examples of Goals
Components
Reorganize the entire organization for better responsiveness to customers
We will partner with other businesses, industry leaders, and government agencies in
order to better meet the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single
comprehensive process that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our
internal customers.
Establish a means by which our decision making process is market and customer
focus.
Maintain and enhance the physical conditions of our public facilities.
161. Quantify from Action Level Up
in terms of Measurements
Down to
Specifics
• Measure your milestones – short-term outcomes at
the Action Item level.
• Measure the outcomes of your objectives.
• Try to keep your measures one per objective.
• May want to include lead and lag measures to
depict cause-effect relationships if you are
uncertain about driving (leading) the desired
outcome.
• Establish measures using a template to capture
critical data elements
162. Measurement Template
Down to
Specifics
(Insert
organization
name)
(Insert division
name)
(Insert department
name)
Risk Frame area
objective
supports
(Insert
objective
owner)
(Insert
measurement
owner)
(Insert reporting
contact info)
Objective Description – description of objective purpose, in sufficient detail for personnel not familiar
with the objective to understand its intent. Objective descriptions are typically two or three paragraphs
long. This will appear in the pop-up window when you mouse over the objective in the Balanced
Scorecard System.
References – source
documentation for objective and
objective description
Comments – additional information about the objective not covered in above blocks, such as recommendations for further revision,
additional organizations objective impacts, recommendations for coordination / alignment with other objectives, etc.
Measure Name - The name
exactly as you want it to appear
in the Balanced Scorecard,
including the measure number
(i.e. Percent Employees
Satisfied, etc.)
Measure Description – description of the measure,
include its intent, data source, and organization
responsible for providing measure data. This will appear
in the pop-up window when you mouse over the measure
in the Balanced Scorecard.
Measure Formula
– formula used to
calculate measure
value (if any)
Data Source - The
source of the data –
manual, data
spreadsheet, or
database name and
contact familiar with
the data
Measure Weight - the relative weight of the measure based on the impact it has on the overall
objective. The total weights for all measures for an objective must add to 100
Measure Reporter – Person responsible for
providing measure data. Include the name,
organization and email.
Target Maximum – Maximum expected value for the measure. Effective Date –
Date the target first
becomes effective
Frequency – How often
target data will be reported
Units – Units
of measure
Target – Point where the measure goes from green to amber
Target Minimum – Point where the measure goes from amber to red.
The target minimum and target can not be the same value.
Scorecard Perspective
Name
168. Make sure everything is linked and connected for
a tight end-to-end model for driving strategic
execution.
INITIATIVE
Employee
Productivity
Improvement
Program
Employee
Satisfaction
Survey
Rating
90%
favorable
overall
Measure
Target
Target Actual
90%
45%
PercentSatisfaction
gap
MEASURE / TARGET
OBJECTIVE
Improve Employee
Satisfaction
ACTION PLAN
Identify issues per
a company wide
survey
Sanity Check . . .
Down to
Specifics
189. Background - Started by Henry Ford in early 1900’s - Improved by Toyota in 1930’s –
Continually improving ever since…
LEAN focuses on:
• “Value Add” and “Non-Value Add” task steps
• Operational “wastes”
• Optimizing processes
Typical types of “waste”:
• Non “Value Add” processes or steps
• Non “Value Add” movement, or travel
• Material waste
• Overprocessing (rely on inspections rather than having an efficient process) –
We often do this in Risk disciplines
• “Wait time” – caused by an uneven process
• Supply chain management
ERR Goals:
1. Break down and outline all task steps
2. Identify which steps add value to your “Output”
3. Eliminate or control wastes and non value add tasks
LEAN in ERR
(Productivity)
191. Background - Developed by Motorola in 1986 to reduce quality errors
Six Sigma focuses on:
• Identifying & removing the causes of defects (errors)
• Minimizing variability of processes (Ensure consistency & predictability)
• Defect/error metrics
Typical types of metrics:
• # of errors per operation/process cycle
• # of injuries, lost time days, modified duty days
• Lost/wasted assets
ERR Goals:
1. Identify, track, & trend defect (errors) metrics
2. Review metrics for cause & effect trends
3. Remove causes of defects/errors to create a consistent & predictable process.
Six Sigma in ERR
(Quality)
193. Background – Started at the dawn of time… Successfully modified by marketing
strategists who found a way to control consumer behavior.
OBM focuses on:
• How people interact and act at both work and at home.
• Based on foundations of motivation (“SIRE”)
• A carrot just big enough to chase, but not too big to weigh down the rabbit
What is SIRE?
• Status – Status in social heirarchy
• Incentive – Physical or monetary reward
• Recognition – Recognition for actions
• Encouragement – Support for desirable action
*This is what casino/store rewards are based off of…
ERR Goals:
1. Identify possible negative behavioral outcomes
2. Design SIRE based rewards system to direct employees toward desirable goals
Organizational Behavior Management
(OBM) in ERR (Predictability)
194. Background – Developed by military reliability engineers in the 1950’s to ensure
high reliability. Used heavily in weapons design and airplane manufacturing.
FMEA focuses on:
• Where a process can fail.
• Testing a process with the goal of making it fail.
Typical failure points:
• User interaction & behavior
• Equipment
• Process design
• The design of your control methods
ERR Goals:
1. Anticipate failure points (especially the failure points of your controls)
2. Test the revised process and try to make it fail
3. Plan for failure mitigation
Failure Mode & Effects Analysis (FMEA)
in ERR (Reliablility)
203. One Big Silo
Collaborative
approach penetrates
the barrier
Leadership
Operations
costs,
Reputation,
Capital
availability
Entire Organization
Everyone:
• Considers all risks.
• Leads for their subject area.
• Takes ownership of all other
subject areas.
ALL Risks
B
A
R
R
I
E
R
205. Who Owns the ERR Process?
Project Owner
Keeps Project On Target
Removes Obstacles
Owns Project Success
Or Failure
Addresses Problems
Head On
Considers All Risk
Control Ideas
207. Business Case
Quantifiable ROI metric
examples
• Cost per unit
• Time improvements
(productivity)
• Employee injury cost savings
(medical, lost time, mod time,
replacements, training, litigation)
• Quality improvement (Less
waste, happier customer, minimized
errors)
• Insurance benefits (lower rates,
increased rebates)
Difficult to quantify ROI
metric examples
• Liability savings
• Employee satisfaction &
retention
• Brand improvement
• Competitive edge
Executives rely on Return on Investment (ROI) estimates
In order to have ROI estimates, you must have metrics
If it was a risk it can be estimated in the ROI.
COST PER
UNIT
This all boils down to the
218. Who Owns the ERR Process?
Project Owner
Keeps Project On Target
Removes Obstacles
Owns Project Success
Or Failure
Addresses Problems
Head On
Considers All Risk
Control Ideas
223. Risk Management principles can be applied to any type
of risk, whatever its nature, whether having positive or
negative consequences.
Compliance Programs:
Use Risk Management principles to help identify,
assess, evaluate, and treat ethical and regulatory risks.
Enterprise Risk Management (ERM):
Is a coordinated program applied throughout the
life of an organization and to a wide range of activities,
including strategies and decisions, operations,
processes, functions, projects, and services.
Risk Management in Application
231. Strategic Risk Management: Expectations and Opportunities
Effectiveness of risk committees
30%
62%
8%
How effective are cross-
functional risk committees?
How could your firm’s cross-functional risk
committee become more effective?
44%
36%
30%
55%
36%
Consider risks more
strategically
Disseminate information
more widely
Increase visibility of senior
management support
Use a wider range
of analytics
Engage senior
management to
communicate support
Very effective
Somewhat effective
Not effective
Source: Excellence in Risk Management VIII
236. Definition of Enterprise Risk Management (ERM)
A structured, consistent, and continuous risk management process
applied across the entire organization that brings value by:
1. Proactively identifying, assessing, and prioritizing material
risks
2. Developing and deploying effective mitigation strategies
3. Aligning with strategic objectives and administrative
processes
4. Embedding key components into the organization’s culture:
1. Risk ownership, governance, and oversight
2. Reporting and communications
3. Leveraging technology and tools
5. S&P incorporating ERM reference into industry credit rating
reports
241. ERM Guidelines and Best Practices:
Overview of S&P’s ERM Ratings Criteria
Utilization of risk
management and
return on risk in
strategic decision
making
Risk consideration
within capital
budgeting and
allocation,
performance
measurement and
other
administrative
practices
Risk identification,
measurement and
monitoring
Risk limit
application and
enforcement
Risk control
processes—
policies,
infrastructure,
methodology (PIM)
Sector and firm-
specific risk
control criteria
Environmental
scanning,
trending, stress
testing,
contingency
planning and other
pre-loss practices
Expectation
planning for
negative events
pre and post-loss
performance
Organizational
structure
Risk management
staff roles and
accountability
Risk
communication
(internal and
external)
Culture
Emerging Risk
Preparation
Strategic Risk
Management
Risk Controls