Free for the Asking
Why did TQM Fail?
|
-
|
Employees take their cues from mgmt. more
|
|
-
|
Executive & middle mgmt. oversights more
|
|
-
|
Didn't integrate quality into organizational structure more
|
Why do major change initiatives fail?
|
-
|
Part 1: The eight major reasons for failure.
|
|
-
|
Part 2: Consequences of these errors?
|
Confessions of a shot messenger
|
 |
Outstanding Teams Checklist
To what extent are you:
|
______
|
A high-performance balance (analytical skills and disciplined management processes, technical skills and strong capabilities to use the latest technologies, and people leadership skills)
|
|
______
|
Strong self-determination with no tolerance for the victimitis virus or pessimism plague. (One team agreed, "You can visit Pity City, but you aren't allowed to move there.")
|
|
______
|
Passion and high energy for rapid and continuous learning, developing, and improving
|
|
______
|
A clear and compelling picture of the team's preferred future (including desired team type and focus)
|
|
______
|
A clearly articulated set of shared principles outlining how the team will work together
|
|
______
|
A strong sense of purpose and unity on why the team exists
|
|
______
|
Solid agreement on whom the team is serving within the customer-partner chain and organization processes
|
|
______
|
Identification of, and an aggressive plan for, improving the team's customer-partner performance gaps
|
|
______
|
Relentless exploring, searching, and creating new customers and markets (if appropriate to the team's role)
|
|
______
|
A process for innovation and team learning
|
|
______
|
A handful of performance goals and priorities directly linked to the organization's strategic imperatives
|
|
______
|
A concrete process and discipline for continuous team improvement linked to the organization's improvement effort
|
|
______
|
Process management skills, roles, and responsibilities
|
|
______
|
High levels of team leadership and team effectiveness skills
|
|
______
|
Powerful feedback loops and measurements
|
|
______
|
A culture of thanks, recognition, and celebration
|
Reprinted with permission of The CLEMMER Group and Jim Clemmer (www.clemmer.net/speaking/speakjim.shtml). Jim is a best-selling author, keynote speaker, and workshop/retreat leader. Over 200 or his columns and articles are available at www.clemmer.net/articles.shtml. The CLEMMER Group (www.clemmer.net) is a management consulting firm specializing in organization, team, and personal transformation. The firm provides strategic consulting, performance assessments, improvement/implementation planning, action-based learning workshops, and executive coaching to accelerate organization improvement.
|
