Free for the Asking
Why did TQM Fail?
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Employees take their cues from mgmt. more
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Executive & middle mgmt. oversights more
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Didn't integrate quality into organizational structure more
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Why do major change initiatives fail?
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Part 1: The eight major reasons for failure.
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Part 2: Consequences of these errors?
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Confessions of a shot messenger
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Are You Trying to Make Your Organization or Team into Something You're Not?
To what extent are you:
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Attempting to change your organization or team without changing yourself?
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Prodding your organization to be more people (customer/partner) focused when you're a technomanager (driven by management systems and technology)?
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Driving for industry or market leadership when you're afflicted with the pessimism plague and/or victimitis virus?
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Striving to stimulate and energize others when you aren't passionate about your own role and life's work?
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Promoting organization or team vision, values, and mission when your own picture of your preferred future, principles, and purpose isn't clear and/or well aligned with where you're trying to lead others?
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Pushing for a customer-driven organization while controlling and dominating, rather than serving (servant leadership)?
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Aspiring to develop new markets and fill unmet needs while spending limited time with customers, partners, or those serving them?
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Trying to build a learning organization when your own rate of personal growth and development is low?
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Declaring the urgency of higher levels of innovation while you stick to familiar personal methods and traditional command and control management approaches?
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Aiming for disciplined organization or team goal and priority setting when you're not well organized, a poor personal time manager, and fuzzy about your own goals and priorities?
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Setting organization improvement plans without an improvement process of your own?
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Promoting teamwork and a team-based organization without providing a personal model of team leadership and team effectiveness in action?
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Supporting high levels of skill development-for everyone else?
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Forcing accountability, performance appraisal, and measurement on others while you defend, avoid, or halfheartedly gather personal feedback?
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Proclaiming empowerment and involvement while controlling and limiting people with a centralized structure and systems that constrain rather than support?
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Talking about the need for better communications without becoming a strong and compelling communicator?
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Establishing formal reward and recognition programs when your personal habits of giving sincere recognition and showing genuine appreciation are weak?
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Espousing support for change champions while suppressing "off the wall" behavior and pushing people to follow your plans and stay within in your established system?
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Advocating reviews and assessments while doing little personal reflection and contemplation?
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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.
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