As I am a graduate of Boston University Graduate School of Business, I receive the alumni magazine Bostonia. To be honest, that doesn't mean that I read it faithfully at all. But this problem was different. George Labovitz recently wrote an article on his research on the application of alignment to achieve anomalous results in the organization.
He caught me in the first sentence: "More than three decades of study have Xiang ..
It's tough. :
Alignment, strategy, process, growth, profit, customer satisfaction, vision, communication
Article body:
As I am a graduate of Boston University Graduate School of Business, I receive the alumni magazine Bostonia. To be honest, that doesn't mean that I read it faithfully at all. But this problem was different. George Labovitz recently wrote an article on his research on the application of alignment to achieve anomalous results in the organization.
He caught me in the first sentence: "More than three decades of research aligned and outperformed their closest competitors in all major financial arrangements," an integrated organization
In many organizations he does not recognize, there is also a big competitive advantage there!
By definition, alignment is the best state where strategies, people, customers and key processes work together to drive growth and profits. The implementation of business leaders such as alignment, like the whole organization, leads to improved customer satisfaction, and employee satisfaction is a greater investor. To do this, they emphasize hierarchy and distribute authority, information, knowledge, and customer data. As a result, all employees understand the business strategies and goals from top to bottom. As a result, everyone knows how his / her work contributes to it.
There are many ways to measure alignment. But alignment can only be achieved overall through distributed leadership. It becomes operation of the development leader unit of the strategy including the implementation of. What is the knowledge of each such strong employee behavior is what to do.
With this kind of clear vision and strong communication, your team frees you for higher-level leadership jobs and responsibilities
With this kind of clear vision and strong communication, your team frees you for higher-level leadership jobs and responsibilities
-People-It depends on me.
* The people of help thinks comprehensively. If they can not see the big picture they can not expect good decisions.
* Keep people connected to the company's vision, missions and goals-they are not limited to seeing only the specific goals of a department or job, so that they understand
* Recognize people for working towards rewards and main goals-as well as departmental goals.
* Take action on the future with your review process driven.
* Create an opportunity for people to interact-they work better with people who can personally know and empathize.
* Repeat the process-Taking action is not a one-off thing.
To answer the question I posed: Why bother? Is it worth it? I think so. These are the same strategies we all need to cultivate in business and organization to make a leap from good to big. Excellence is like family silver, more you use it and brush it regularly, it looks better.
Why bosses do not get all the news
If you want to understand why your boss does not know what is happening, don't blame the manager between you and your boss.
It's tough. :
Corporate communication communicates to bosses, representatives and communication failures in the organization
Article body:
Not long ago, a friend working on TV complained that the industry was not interested in real business stories. And I have to agree with him because I don't see much on television without stock prices or any scandals.
Well, with one exception, probably. The British Broadcasting Corporation of the United States and PBS have aired a popular business show, "Return to the Floor." "
Fast Company magazine first told us about the program that Ceo is looking to leave their corner office to get to the forefront. And, as they work at the forefront, cameras are rolling.
For many, if not all of the CEOs, the experience is a big surprise. And, according to the magazine, "With almost no exception, Ceo learns communication lessons." We are people at the heart of all organizations who know exactly what is right and what is wrong “We will find it,” says Thirkell, but there is a layer of people between them and their boss, whose careers are dependent on cleaning up that information. I am surprised.' "
The barrier to thinking about spending time is strong. And let's look at structural issues, rather than criticizing middle managers, who are likely to be one of the themes of the article.
First, upward communication calls for the collection of information and data. For example, a supervisor may report the effort of the staff of Five Front Line, the manager then aggregates data of five supervisors, the vice president, five money
When information is aggregated this way, much of its context and richness is lost. By context and richness I mean an anecdotal and personal knowledge that front-line workers gather and build from continuous interaction with customers and users. Clearly, most CEOs do not have time to read hundreds of anecdotes; they want an overview of the information.
Second, as information and data move up, they tend to slot into existing categories. Front-line employees know and understand the nuances of each customer story. However, there is no place for nuances in the weekly report.
Third, the rise is usually competitive and sales by good deal compliance. Managers use hierarchically moving information to determine how well the instructions lasted. Consultant or contract research on someone else who is trying to use competitiveness or sales information.
I'm always tempting that communication failure belongs to moral failure by the manager, but I really want to understand communication failure
In summary, CEO spending time on the front line will definitely be for many surprises. But if they want to keep up with the action at the forefront, they need to deal with the structural nature of upward communication.
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