If you would like to get yourself a copy of my Making It Happen programme for only $47, you have until 9pm on Monday the 7th of November 2016 to use this discount code:
Making change happen can sometimes happen in an instant, when you manage to hit on the right combination of desire, momentum and skills. Other times it can take longer... During these longer periods it is perceived that you will require a thick skin to navigate the obstacles, friction and problems that you will face. Reflecting on this:
I have just uploaded a revised course outline for the my Making It Happen online course. The course is designed to improve an individual's continuous improvement skills, whilst also improving the performance of their business. It works really well as a team training framework and provides a structured year of continuous improvement.
Scheduling is a skill for many people, an effective schedule can make a big difference as to whether a project is delivered on time, or not. I have noticed a very basic mistake that gets made with scheduling that I want to share in this post. Do you make this same mistake?
There is a lot written about high performing teams . Understandably this is an important topic; if your team works well then you can achieve more than with just the individuals put together. Do your teams work like a team, or are they just a collection of people who are called a team?
Do you have plenty of time to spend on completing your improvement projects ? Unless continuous improvement is your full time job it is unlikely that you would answer 'yes' to that question. So, if you answered 'no', how about you take a holiday instead?
At first glance you might be thinking that this is an obvious question to answer for your business. Over the years I have come to realise that many people try to tick things off their 'to do' list early, just to get the feeling of achievement from having them ticked off. I see the same effect taking place when businesses report internally (and even externally, in some cases) on the progress of projects and production.
How many times have you wondered what the tasks need to be in your improvement plan? You know what you want, but you just aren't quite sure what the actions need to be. I have a simple suggestion.
This is a question I often pose to my clients. Many businesses will organise their standardised daily meetings around a slot in their diary that suits the people attending, but not necessarily the business.
Do you find that the workloads in your business are becoming more volatile? Do you find that what your business was used to doing on a regular basis and what it does now aren't the same? Many businesses are finding themselves with a lot more variety on their order books, especially in terms of how quickly customers want / expect things and the mix of the orders. So, how can you handle this?