Dynamic leadership

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Learn the art of dynamic leadership

Leadership is art of leading a group of people to attain a certain goal. Without leadership qualities it is very difficult to write a big success story either in business or in politics. Progress of a country or success of a business depends on its leadership. This world is full of talented and hard-working humans. There are brave persons in every street or block of every colony. But if they don’t get a good leader they won’t be able to combine themselves into a dynamic force. Without a good leader the best of the businesses or the mightiest of the forces start crumbling. The history is replete with examples how the personality of a leader plays an important role in making or breaking an empire.

Good leaders are needed and respected in every field – politics, business, army, social reform movements etc. Great leaders are not born, they acquire greatness with total commitment to their purpose and by getting the support of others. Any sensible person can become a dynamic leader by cultivating a few qualities with diligence and persistence. Unless you develop these qualities you will find it very difficult to manage people and get ahead in any field.

DYNAMIC LEADERSHIP MEANS TO BE ENTHUSIASTIC

‘Nothing great was ever achieved without enthusiasm.’ These words of great American philosopher Emerson carry weight. Unlimited enthusiasm can give you unlimited success when it is focused and directed towards the aim of your life. People rarely want to follow a dull or unenthusiastic leader who is unable to arouse their feelings. An unenthusiastic leader is like a dark night that makes you take rest and sleep. How can such a person lead a group of people?

In fact enthusiasm is the biggest trait of a leader. See the speeches of the great leaders or very successful business executives they all are very enthusiastic person. Enthusiasm is actually a combination of several things: interest in the subject and the people, determination to achieve certain goals, self-confidence.

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Table of contents for “How to become a dynamic leader”:

1. Express your view of what you think your treatment of followers has on their reactions. To be completed by the top echelon circle of all senior managers in the organisation and their followers.
2. Self-rating. Express your view of what you think your leadership skills are. To be completed by the top echelon circle of all senior managers in the organisation and their followers.
3. Self-rate what you think about your personality traits to enhance the eleven most significant team leadership skills. To be completed by all managers, including the top circle of seniors.
4. Rate the eleven most significant team leadership skills of your direct superior, which are supposed to strengthen his/her execution of the eleven most significant team leadership principles. To be completed by all subordinates reporting to a superior.
5. The eleven team leadership principles
6. Appendix A: Interpretation of section 1 and section 2 results
7. The end

This is just one of many gifts for members. Who will like to guess the value of this one scientifically researched e-guide? Any guess must be somewhere above $70.00!

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DYNAMIC LEADERSHIP MEANS TO MAINTAIN STRICT DISCIPLINE

What will happen if nature starts breaking the barriers of discipline. The planets will collide with one another. The whole universe will be totally disorganised and there won’t be any human civilisation on any planet. Strict discipline keeps the universe throbbing with life. Actually without swallowing the bitter pill of strict discipline it is hard to gain the respect of people. If you are really a big leader people may tolerate your habit of reaching late. They may wait for you for hours to have a glimpse of your great personality and ready to clap even for your late arrival. But late arrival of great leaders is also resented if it happens again and again.

DYNAMIC LEADERSHIP MEANS TO GET ADEQUATE STORE OF INFORMATION

Napoleon, one of the greatest warriors and conquerors in the history, was almost crazy for books. He ordered latest editions even in the battlefield. Amazing! His hunger for information became legendary. It is wisely said that knowledge is power. All successful managers, military generals and political leader always keep themselves informed. Without adequate information you can neither analyse the facts properly nor launch any rational operation.

Do your best to get as many facts from as many sources as possible. If your have information power on your side you can easily defeat a more powerful enemy or competitor. The richest person of the world till date John D. Rockefeller gave great priority to details. Alexander the Great spent a lot of time in getting right information and only then he launched his attacks. Akbar the great of India and Catherine the great of Russia always surrounded themselves with wise men – the men of knowledge. Meet any successful person today you will be surprised to know how well-informed that person is. Right information has always proved the biggest power and success tool of most of the great men and women.

DYNAMIC LEADERSHIP MEANS TO MANAGING YOUR ANGER

Anger not only makes enemies but also loses followers. You may be a very wise and pure-hearted person but if you have a habit of losing patience over trifles you will antagonise people. They will always pull your legs and run you down. You can imagine how difficult it will become for you to lead people to achieve your goals. And anger is not that bad in case it is under control and channelled towards the evils of the society. It is senseless and uncontrolled anger that is always immensely harmful. By willingness and constant practice you can learn the art of managing your anger. Repeat ‘OM’ ten times before allowing your anger to burst. Also visualise your anger to be melting down. This simple formula will help you to manage your anger.

DYNAMIC LEADERSHIP MEANS THAT CHARISMATIC PERSONALITY COUNTS

Charismatic leaders are more popular. Charisma mesmerises everybody as it generates hope in the power of a leader to do something for the public. Charisma is in fact an attractive personality and it can be developed. Many leaders get such a nice

upbringing and atmosphere from their parents that they get a good personality without making much efforts to develop it themselves. But there are others who work very hard to develop it. Prophet Mohammed, Guru Nanak, Napoleon, Mao, Mahatma Gandhi, Lenin, Bill Gates, Dhirubhai Ambani, all of them had to work very hard to inject the light of charisma in their personality.
To make your personality charismatic you need to take the following steps: 1.Have immovable self-confidence in you, 2.Keep all the facts to give you an air that you know all, 3.Surround yourself with capable persons, 4.Maintain an air of power with the help of money and material, 5.Give extra care to dress sense, 6.Be near the people and help them to solve problems.

DYNAMIC LEADERSHIP MEANS NOT TO BE TOO FRIENDLY

If you want to become a good leader you need to maintain a healthy distance from the people. Don’t be too friendly with anybody otherwise it may dampen your charisma. People have faith in their leader as they think their leader can do or achieve anything. Keep your problems to yourself. Never show the scars or injuries of your heart to your followers. They are not there to solve your personal problems but to take your help in solving their problems. If personal meeting is arranged advise the person to say everything in brief. Talk less and listen more.

DYNAMIC LEADERSHIP MEANS TO SHOW FOLLOWERS WHAT THEY WILL GAIN

Who wants to follow a person when there is no gain. A leader is a person who is capable enough to lead others to achieve a certain objective. A leader successfully convinces the people that he is the only one who can help them to solve their problems and lead them to success.

A leader understands people, knows their needs, arouses their hopes and shows them the right path, and above all he is willing to sacrifice his life for his followers. It is, therefore, necessary to tell the people what they will get if they keep faith in you. And you have to create confidence in them regarding your abilities. It sometimes takes years of efforts. You must be sincere and honest to them otherwise nobody is going to believe you. Prophet Mohammed and Mahatma Gandhi were recognised real leaders when they were past fifty. It took them decades of hard work and convincing before they were able to attract large number of followers.

DYNAMIC LEADERSHIP MEANS TO ADMIRE FOLLOWERS

Admire your followers often and they would love to follow you. Every person thinks that he is wise and does certain things in life which must be admired. Criticism dissuades and repels the people. Hard criticism may make them afraid for some time but secretly they start plotting against you and damage your winning potential. So give admiration whenever needed. But beware of flattery as it will lower your image and make the people suspect your objectives. A subtle dose of praising words, for a person or team who did a good job, is enough.

DYNAMIC LEADERSHIP MEANS TO BE ADEPT IN THE ART OF SPEAKING

The biggest and most effective tool of a leader is art of speaking. Good public speakers are equally praised by the people and the media. They make the people spellbound with their words. But the million-rupee question is how one can acquire the art. Some leaders become well-versed in this art by helpful and positive surroundings in a natural way. Others have to work very hard to master it. Everyone knows that the greatest leader of our country Mahatma Gandhi shivered to his bones whenever he got up to speak a few lines even before a small group of known persons. But with determination and constant practice he became one of the best speakers of the world. Follow these points diligently to become efficient in the art of speaking.

1. Get knowledge of the subject on which you want to speak. What will you say to your audience till you know what to say? Try to add some interesting information.

2. Practise your speech alone at your home before a mirror, before a small gathering of your family members and friends. (The great American leader Abraham Lincoln practised it by speaking loudly before the trees in the peaceful atmosphere of the jungle where he lived with his poor family.)

3. Your pronunciation should be good. You can acquire it by reading a newspaper loudly everyday. Take the help of a learned person if needed.

Source – About the Author: Anandrahi is helping young persons and businessmen become successful, especially in India and Asian countries.

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How to create a healthy organisation culture

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How to change an existing unhealthy organisation culture to a healthy organisation culture beneficial to growth of all stakeholders

Organisation culture and leadership:

Effective leadership cannot be achieved without strategic planning. One of the main purposes with effective leadership is to give direction for an organisation and one of the best tools to arrive at direction is strategic planning with the SWOT analysis. An effective performance management system cannot be achieved without strategic objectives. Higher human talent productivity cannot be achieved without an effective performance management system. Higher employee motivation cannot be achieved without effective team leadership.

Attracting the required human capital talent cannot be achieved without an effective recruitment system. An effective recruitment system must be adapted to cater for the strategically required organisation culture and team leadership.

A healthy organisation culture:

Organizations should strive for what is considered a “healthy” organizational culture in order to increase productivity, growth, efficiency and reduce counterproductive behaviour and turnover of employees. A variety of characteristics describe a healthy culture, including:

  • Acceptance and appreciation for diversity
  • Regard for and fair treatment of each employee as well as respect for each employee’s contribution to the company
  • Employee pride and enthusiasm for the organization and the work performed
  • Equal opportunity for each employee to realize their full potential within the company
  • Strong communication with all employees regarding policies and company issues
  • Strong company leaders with a strong sense of direction and purpose
  • Ability to compete in industry innovation and customer service, as well as price
  • Lower than average turnover rates (perpetuated by a healthy culture)
  • Investment in learning, training and employee knowledge
  • Additionally, performance oriented cultures have been shown to possess statistically better financial growth.
  • Such cultures possess high employee involvement, strong internal communications and an acceptance and encouragement of a healthy level of risk-taking in order to achieve innovation.
  • Additionally, organizational cultures that explicitly emphasize factors related to the demands placed on them by industry technology and growth will be better performers in their industries.

Source: http://en.wikipedia.org/wiki/Organizational_culture

How to change to a healthy organisation culture:

According to Kim Cameron, Ross School of Business, University of Michigan, organisations wanting to improve culture to a healthy state, must strive to reach the following criteria:

1. Dominant characteristics:

1.1 The organization is a very special place. It is like an extended family. People seem to share a lot of themselves.
1.2 The organization is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks.
1.3 The organization is very production oriented. A major concern is with getting the job done. People are very competitive and achievement oriented.
1.4 The organization is a very formalized and structured place. Bureaucratic procedures generally govern what people do.

2. Organizational leaders:

2.1 The leaders of the organization are generally considered to be mentors, facilitators or parent figures.
2.2 The leaders of the organization are generally considered to be entrepreneurs, innovators or risk takers.
2.3 The leaders of the organization are generally considered to be hard-drivers, producers or competitors.
2.4 The leaders of the organization are generally considered to be coordinators, organizers or efficiency experts.

3. Management of employees:

3.1 The management style in the organization is characterized by teamwork, consensus and participation.
3.2 The management style in the organization is characterized by individual risk-taking, innovation, flexibility and uniqueness.
3.3 The management style in the organization is characterized by hard-driving competitiveness, goal directedness and achievement.
3.4 The management style in the organization is characterized by careful monitoring of performance, longevity in position and predictability.

4. Organization glue:

4.1 The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high.
4.2 The glue that holds the organization together is orientation toward innovation and development. There is an emphasis on being on the cutting edge.
4.3 The glue that holds the organization together is the emphasis on production and goal accomplishment. Marketplace aggressiveness is a common theme.
4.4 The glue that holds the organization together is formal rules and policies. Maintaining a smooth running organization is important.

5. Strategic emphasis:

5.1 The organization emphasizes human development. High trust, openness and participation persist.
5.2 The organization emphasizes acquiring new resources and meeting new challenges. Trying new things and prospecting for new opportunities are valued.
5.3 The organization emphasizes competitive actions and achievement. Measurement targets and objectives are dominant.
5.4 The organization emphasizes permanence and stability. Efficient, smooth operations are important.

6. Criteria of success:

6.1 The organization defines success on the basis of development of human resources, teamwork and concern for people.
6.2 The organization defines success on the basis of having the most unique or the newest products. It is a product leader and innovator.
6.3 The organization defines success on the basis of market penetration and market share. Competitive market leadership is key.
6.4 The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling and low cost production are critical.

Source: In Thomas G. Cummings (Ed.) Handbook of Organizational Development, (pages 429-445) Thousand Oaks, CA: Sage Publishing

Continuous incremental performance improvement:

Continuous incremental performance improvement of systems, processes, machines, equipment, products and services is achieved through continuous incremental improvement in knowledge, skills, competencies, experience, research, learning and transformation of innovative ideas into reality by human beings with their godly bestowed incredible brains.

The ways and methods we use to challenge, stimulate, motivate, communicate, influence and unlock the brain power of each other to make our surroundings, our organisations and our world a better place, are therefore of paramount importance for improved changes.

We gain continuous incremental improvement in knowledge, skills, competencies and capabilities through study and learning in the following ways:

1. Continuous education
2. Continuous coaching
3. Continuous training
4. Continuous mentoring
5. Continuous development efforts
6. Continuous implementation of new knowledge

The greatest challenge for organisations is to improve and utilize the power of human talent through the best tested research results and practices of team leadership.

Talent development refers to an organization’s ability to align strategic training and career opportunities for employees. Training can sometimes also be referred to as a tool for change management and improved organizational culture.

Teams become effective because they are allowed to and encouraged to become effective by an effective team leader.

Different prominent leaders in business and various industries say the biggest asset in their organisations is human capital.

One can get two different organisations in the same industry, making use of the same technology, machines, equipment and processes, yet the one can outperform another one due to the difference human beings can make to the end results.

At what level are your leadership growth?

My way of thinking:

Do I have a positive productivity?

Is the value that I give back to my organisation equal to or greater than my total cost to the organisation?

If one does not think in this way, one will not have the constant urge to improve oneself and things around oneself.

Let this be a wake-up call to all of us.

Primary and secondary style:

The primary leadership style is the one that shows instinctively, from deep-rooted belief systems about human behaviour. What comes out of your mouth can influence others negatively or positively; restrictively or encouraging; destructively or constructively. “My way or the highway”.
The secondary leadership style is the one where we fall back on, when the primary one fails miserably. It is what we have learned over time that can also sometimes works.

The challenge is to merge the two into one natural style, which can bring forth the best in our subordinates.

How to change:

We were not born with our habits, attitudes and self-images but we gradually developed them.

It is not like a hereditary trait or disease in the genes or cells. We can group habits, attitudes and self-images as psychological beliefs!

That is why it is possible to change them. Because of their psychological basis, we can change them by means of psychological methods such as new development goals, visualisation, imprinting and imagery.

Anyone can become a leader. All the characteristics and traits of leadership can be acquired through learning and practice.

Leadership is not synonymous with assertiveness, despotic behaviour or managerial position. Assertiveness is a good quality only if it can be backed up by respect. Respect stems from various sources as outlined lower down on this page.

Management is about doing things efficiently. Leadership is about doing things differently, in new ways, in better ways. Leadership is about lateral thinking, being innovative and creative.

Leadership is not limited to the top echelon in an organisation. Any person in an organisation, who can differentiate him or herself by being inventive, can be a leader. If you display inventiveness, others will follow your direction naturally out of respect.

Leadership does not follow lines of authority. More often than not, creativity stems from the floor level nearest to the processes and problems. Leadership is therefore by no means limited to the formal structure of supervisory and managerial positions.

The role of leadership can be earned in many ways, small or big. For instance, you can display leadership and earn respect from others in the following ways:

– Expert or superior knowledge about a subject or something
– Excellence in execution of tasks
– Positive attitude, high morale
– High ethical values and codes of conduct
– Good human relations
– Streamlining paper work, production, methods, your use of time
– Being innovative or creative

Innovativeness usually results in bigger leaps with more benefits and profits. It can therefore be most profitable for an employer to cultivate, encourage and support the development of creativity and risk taking in all employees.

Therefore, the most important quality to develop and the fastest way in order to become a leader, is through creativity. To improve leadership further, one must be able to induce innovativeness and creativity in subordinates.

Definition of the core function of a team leader:

A team leader has a twofold responsibility.

The first responsibility is task oriented in the form of providing a proper performance management system, which will give subordinates focus and direction, to encourage them psychologically to excel and be more productive in the tasks they are supposed to perform, in support of the organisation strategic plan.

The second responsibility is people oriented in the form of providing a psychological environment, which can inspire subordinates to higher innovation and creativity with the tasks they are supposed to perform.
In short, there is a twofold responsibility on a team leader to design and provide a psychological infrastructure, conducive for breeding all-round improvements, wherein subordinates can thrive and pleasurably deliver their best efforts.

People in positions of authority have an obligation to provide a psychological platform or framework, which is in favour of the best interest of the organisation.
“Share knowledge with wisdom”.

Here are a few other excellent articles on work performance excellence:

https://missouribusiness.net/article/smart-criteria-performance-excellence/
http://go.dynamicachievement.com/blog/six-key-characteristics-of-a-culture-of-excellence
https://cuberules.com/2010/02/04/why-you-should-strive-for-excellence-at-work-not-perfection/
https://www.thebalancecareers.com/inspirational-quotes-for-work-about-excellence-1918440

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Changing organisation culture

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How to change organisation culture

Seven ways to impact, enhance or change organization culture

As a young employee I was transferred to work in an office tower in downtown San Francisco. I wasn’t the only person to arrive in this new office space – the group had changed significantly due to reorganization and many of us were working together for the first time.

My boss, the Marketing Manager, asked me to help him with some unusual projects. First, I organized an ugly tie contest. Next, we created a puzzle where everyone told me their fantasy identity (who they would be if they could be anyone) and I created a quiz. People had several days to try to figure out who was who. This culminated in a party and the revealing of all the secret identities (and prizes for those who had done the best guessing).

Along with many other events, we eventually instituted the first casual Friday in this company (hey, this was 1987).

At the time I knew what was happening and why it was important to the development of the culture in this organization. But I didn’t understand it the way I do now.

For a whole variety of reasons, organizational culture is important to the health or viability of any organization.

It is one thing to know something is important. It is another thing entirely to know what to do about it. This article will give you some specific things you can do to act on the importance of your organizational culture.

1. Get help.

Wherever you sit in the organizational structure or hierarchy you can impact organizational culture in a positive (or negative, but why would you want to do that?) way. Admittedly, if you are in a position of leadership, it might be easier, but we can all have an impact. But we can’t do it alone. Form a team of like-minded, interested and enthusiastic people, and get them on board with developing and enhancing your culture.

2. Get a vision.

Get your team to discuss the current culture. Define the parts of the culture that are already great and need to be supported. And honestly determine where the culture could use some polishing. Then create a vision of the culture you want to create, taking into account the entire current picture –the warts and the beauty marks.

3. Get strategic.

Your team will recognize that this is important – you’ve picked people who already understand that and you have developed a deeper understanding as you created a vision of a desired future culture. Help everyone understand – the team and organizational leadership – that this isn’t a band-aid, quick fix; but an ongoing, strategic intention to build a more attractive culture that fits the needs of the organization.

4. Get people excited.

Chances are your culture team will be excited. If not, get them excited! Help the team recognize that not everyone else in the organization is going to think that these efforts are worthwhile immediately. Remember that enthusiasm is contagious. Do what you can to keep the enthusiasm of your team high. If their excitement falters, remind them of the vision they created to re-invigorate them.

5. Get a champion.

That person may be you, or it may be someone else on the team. In my case, I took on an alter ego of the “fun phantom.” While a moniker might not be necessary, a point person, whether anonymous or not, is important. Culture change is like any other change – it requires champions. The champion needs to be someone who is passionate about creating the new culture. As in my case, this might be a perfect role for a young energetic person, but don’t assign the role. The best champions will rise up and “select” themselves.

6. Get started.

Yes, I have listed the first five suggestions in a chronological order. But that doesn’t mean you can’t so something today, as soon as you finish reading this article or right now. You already know some things that need to change in your culture, so role model one of them starting immediately. Maybe your first step is to invite a couple people to lunch that you think might want to be on your team. Whatever your first step is, do it.

7. Get momentum on your side.

Any change will have a greater chance of success with momentum. Don’t form your team today if you don’t think you’ll be able to get them going quickly. Don’t think of this something that can be done in a couple of weeks. A single event that you hope will permanently change the culture, won’t. In fact, it might have the opposite effect entirely. Get started but be committed to building momentum and staying with it. It will be one of the most rewarding efforts you and your team will ever engage in.

I haven’t given you specific cultural events to try. Why? Because I don’t know what kind of changes you want to create. In my case we were trying to create higher levels of camaraderie and more fun in the workplace. You may have that and may want to enhance your culture in completely different ways. You and your team will figure out what to do. This list is meant to help you figure those things out for yourselves.

These seven things are by no means a complete list – but they are a great place to start. And getting started is the most important next step of all.

Seven reasons for a strong organization culture

Many of us spend more time with those we work with than our families. For us to be content and fulfilled people, that time must be valuable and satisfying.

We want to be engaged in our work. We yearn for work that is enjoyable, meaningful and engaging. When we are engaged we are safer on the job, more productive and more willing and able to delight customers.

It is for these basic reasons that organizational culture matters. It is the right thing for an organization to do – to think about the work environment, working relationships and “how we do things here.”

Focusing on building and sustaining an organizational culture is one way of showing that people are the organization’s most valuable asset.

There are of course many other bottom line business reasons to focus on and build organizational culture. Here are seven of those reasons.

1. A strong culture attracts talent.

Your organizational culture is part of the package that prospective employees look at when assessing your organization. Gone are the days of selecting the person you want from a large eager pool. The talent market is tighter and those looking for a new organization are more selective than ever. The best people want more than a salary and good benefits. They want an environment they can enjoy and succeed in.

2. A strong culture is a talent retainer.

How likely are people to stay if they have other options and don’t love where they are? Your organizational culture is a key component of a person’s desire to stay.

3. A strong culture engages people.

People want to be engaged in their work. According to a Gallup survey at least 22 million American workers are extremely negative or “actively disengaged” – this loss of productivity is estimated to be worth between $250 and $300 billion annually. Your culture can engage people. Engagement creates greater productivity, which can impact profitability. Need I say more?

4. A strong culture creates energy and momentum.

Build a culture that is vibrant and allows people to be valued and express themselves and you will create a very real energy. That positive energy will permeate the organization and create a new momentum for success. Energy is contagious and will build on itself, reinforcing the culture and the attractiveness of the organization.

5. A strong culture changes the view of “work.”

Most people have a negative connotation of the word work. Work equals drudgery, 9-5, “the salt mine.” When you create a culture that is attractive, people’s view of “going to work” will change. Would you rather see work as drudgery or a joy? Which do you think your employees would prefer? Which will lead to the best results?

6. A strong culture creates greater synergy.

A strong culture brings people together. When people have the opportunity to (and are expected to) communicate and get to know each other better, they will find new connections. These connections will lead to new ideas and greater productivity – in other words, you will be creating synergy. Literally, 1 + 1 + right culture = more than 10. How is that for leverage?

7. A strong culture makes everyone more successful.

Any one of the other six reasons should be reason enough to focus on organizational culture. But the bottom line is that an investment of time, talent and focus on organizational culture will give you all of the above benefits. Not only is creating a better culture a good thing to do for the human capital in the business, it makes good business sense too.

Hopefully this article has helped you see that time spent enhancing your organizational culture will be time wisely invested. Regardless of your current culture, it is never too late to enhance it and to begin creating the benefits described above.

For rapid change of organisation culture to one of work performance excellence, see our home page.

What are you waiting for?

See how to change an organisation culture to a healthy culture on this page:

How to create a healthy organisation culture

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Review of the art of public speaking

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Review of the art of public speaking self-training course

The self-training course consists of a 275 pages training manual and 50 audio’s.

Thousands of politicians and businessmen from many countries attended this very same face-to-face workshop course.

The only difference is that it is now a self-training distance training course.

Course benefits:

By: Dale Carnegie (1888-1955): “A great start to shaking off public speaking jitters, socializing and mastering the art of small talk”.

The principles of public speaking written by Dale Carnegie decades ago in this book are timeless. They are just as effective in working a crowd in today’s society as they were back then. He delves into ways of commanding and charming an audience with the right energy, tone of voice, pitch, pronunciation and vocabulary. Armed with the principles highlighted in this book, you can do more than convey a message to a group of people, you can move them.

Carnegie gives useful advice and hints on public speaking stating that when you have something to say, are adequately prepared and have mastered an audience then public speaking success is eminent. He delivers a topic by topic approach offering solutions to common public speaking problems. Moreover, each chapter features practice questions and exercises to help the reader understand the subject better.

By reading this book, you can acquire confidence before an audience; efficiently convey your message by inflection, change of pace, emphasis and subordination. You can learn to influence people through exposition, description, narration, suggestion, argument and persuasion.

Throughout the book there are numerous quotes and references from influential individuals and institutions to emphasize the subject. The book is also riddled with numerous stories and examples to expound on the subject and to paint a picture in the reader’s mind on what constitutes an effective public speaker as well as what kind of speech is considered effective.

Many people who think they are good public speakers are left in doubt after reading this book. ‘The Art of Public Speaking’ is an essential tool to help you learn to work a crowd, leave them charmed and hanging onto your every word.

Dale Carnegie’s classic book The Art of Public Speaking is chock full of timeless tips of practical public speaking wisdom as relevant and true today as they were when the text was first published in 1915. The Art of Public Speaking by Dale Carnegie and Joseph B. Esenwein is a manual for people who have to speak in public, and it is still in use today. Whether the occasion in question is sharing travel experiences with friends, a toast for newly-weds, or a public debate, the tips and tricks collected in this book will come handy anywhere.

The book describes how to make effective use of one’s voice and gestures, how to gain and convey confidence in front of a large audience, and which methods to use to convert the listeners to one’s own cause. Each chapter contains examples and a list of practice exercises. The last 15 sections are real speeches by famous men to function as a study aid.

Dale Carnegie, author of the legendary How to Win Friends and Influence People, began his career as the premier “life coach” of the twentieth century by teaching the art of public speaking.

Public speaking, as Carnegie saw it, is a vital skill that can be attained through basic and repeated steps.

This is an intensive and thoroughly tested course to help the business and professional man in his speaking, both public and in private. The course has aided thousands of business and professional men to become creditable speakers, many of whom were formerly unable to say half a dozen sentences effectively when facing an audience. This course has developed men.

It has increased their faith and vision, and shown them how to use their latent forces to the fullest possible extent. It has made leaders out of many who were previously only mute followers.

Dale Carnegie Training shows how the tried and tested Dale Carnegie principles are still relevant in today’s digital world. Since 1912, business professionals and organizations have turned to Dale Carnegie’s powerful books and winning interactive seminars to help them reach new levels of success.

Dale Carnegie Training’s professional corporate, leadership, and teambuilding training courses, offered online and in the classroom will help your organizational development program meet your business needs.

The art of public speaking:

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Table of contents for “The art of public speaking” (275 pages, 32 chapters and 18 appendixes):
Foreword
Chapter 1 – Acquiring confidence before an audience
Chapter 2 – The sin of monotony
Chapter 3 – Efficiency through emphasis and subordination
Chapter 4 – Efficiency through change of pitch
Chapter 5 – Efficiency through change of pace
Chapter 6 – Pause and power
Chapter 7 – Efficiency through inflection
Chapter 8 – Concentration in delivery
Chapter 9 – Force
Chapter 10 – Feeling and enthusiasm
Chapter 11 – Fluency through preparation
Chapter 12 – The voice
Chapter 13 – Voice charm
Chapter 14 – Distinctness and precision of utterance
Chapter 15 – The truth about gesture
Chapter 16 – Methods of delivery
Chapter 17 – Thought and reserve power
Chapter 18 – Subject and preparation
Chapter 19 – Influencing by exposition
Chapter 20 – Influencing by description
Chapter 21 – Influencing by narration
Chapter 22 – Influencing by suggestion
Chapter 23 – Influencing by argument
Chapter 24 – Influencing by persuasion
Chapter 25 – Influencing the crowd
Chapter 26 – Riding the winged horse
Chapter 27 – Growing a vocabulary
Chapter 28 – Memory training
Chapter 29 – Right thinking and personality
Chapter 30 – After-dinner and other occasional speaking
Chapter 31 – Making conversation effective
App. A: 50 Questions for Debate
App. B: 30 Themes for Speeches with Source-References
App. C: Suggestive Subjects for Speeches; Hints for Treatment
App. D: Speeches for Study and Practice – Newell Dwight Hillis
App. D: Speeches for Study and Practice – Henry Watterson
App. D: Speeches for Study and Practice – John Morley
App. D: Speeches for Study and Practice – Robert Toombs
App. D: Speeches for Study and Practice – Theodore Roosevelt
App. D: Speeches for Study and Practice – Alton B. Parker
App. D: Speeches for Study and Practice – John W. Wescott
App. D: Speeches for Study and Practice – Henry W. Grady
App. D: Speeches for Study and Practice – William Mc. Kinley
App. D: Speeches for Study and Practice – John Hay
App. D: Speeches for Study and Practice – William Jennings Bryan
App. D: Speeches for Study and Practice – Rufus Choate
App. D: Speeches for Study and Practice – Albert J. Beveridge
App. D: Speeches for Study and Practice – Russell Conwell
App. D: Speeches for Study and Practice – Victor Hugo

Dale Carnegie’s Top 10 Tips for Improving Your Social Skills, by HENRIK EDBERG

“The ideas I stand for are not mine. I borrowed them from Socrates. I swiped them from Chesterfield. I stole them from Jesus. And I put them in a book. If you don’t like their rules, whose would you use?”

“Who was Dale Carnegie?” you may wonder. Well, he was a guy that was born 110 years ago. He died in 1955. He was a rich man, a very successful man.

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“Forget yourself by becoming interested in others. Do every day a good deed that will put a smile of joy on someone’s face.” – Dale Carnegie, the very first person in history to initiate, lead and do research on human interrelationships.

He wrote a little book called “How to Win Friends and Influence People”. It went on to sell over 30 million copies. It still sells today and is probably one of the best books on how to improve your social skills.

Carnegie then continued to write more books and to create courses on how to interact with people, on how to make friends and on how to gain influence. Her are a few of the books:

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In this article I’ll explore 10 of my favourite tips from Dale Carnegie. And as the opening quote says, these tips have been time-tested for the last few hundreds or thousands of years. They are pretty solid:

1. Create your own emotions.

“If you want to be enthusiastic, act enthusiastic.”

Emotions work backwards too. You can use that to your advantage. If you are stuck in a negative emotion then you can often shake it off. Change your body – how you move, sit and stand – and act as you would like to feel. Enthusiasm and other positive emotions are much more useful and pleasurable for everyone in an interaction. Because…

2. It’s not so much about the logical stuff.

“When dealing with people, remember you are not dealing with creatures of logic, but creatures of emotion.”

This is so key. Logic is good but in the end, in interactions and in life, we are emotional creatures. We send and receive emotions from other people. That is one reason why body language and voice tonality is often said be up to 93% of communication. Now, those numbers were for some specific situations but I still believe that these two ways of communication are very, very important.

The body language and the voice tonality is a bit like the rest of the iceberg, the great mass below the tip of the words we use. Those two things communicate how we are feeling and give indication to what we are thinking. And that’s why it’s important to be able to change how you feel. To be in a positive mood while interacting. Because that will have a great impact on how you say something and how you use your body. And those two things will have a big impact on your results and relationships.

3. Three things you are better off avoiding.

“Any fool can criticize, condemn, and complain but it takes character and self control to be understanding and forgiving.”

Now these things may not be easy to avoid all together. Much of our interactions and perhaps even bonds are created and maintained through those three negative C’s. There is a sort of twisted pleasure in criticising, condemning and complaining. It might make you feel more important and like a better person as you see yourself as a victim or as you condemn other people’s behaviour.

But in the end these three C’s are negative and limiting to your life. Bringing up negative stuff and wallowing in it will lower your mood, motivation and general levels of wellbeing. And this can trap you in a negative spiral of complaining, complaining with other complainers and always finding faults in your reality.

You will also be broadcasting and receiving negative emotions. And people in general want to feel good. So this can really put an obstacle in the way for your interactions or relationships.

4. What is most important?

“The royal road to a man’s heart is to talk to him about the things he treasures most.”

Classic advice. Don’t talk too much about yourself and your life. Listen to other people instead. However, if they ramble on and on, if they don’t reciprocate and show and interest in your life then you don’t have to stay.

Some things people may treasure the most include ideas, children, a special hobby and the job. And…

5. Focus outward, not inward.

“You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.”

A lot of people use the second, far less effective way. It is appealing because it’s about instant gratification and about ME, ME, ME! The first way – to become interested in people – perhaps works better because it make you a pleasant exception and because the law of reciprocity is strong in people. As you treat people, they will treat you. Be interested in them and they will be interested in you.

I would like to add that one hard thing about this can be to be genuinely interested in the other guy/gal. Your genuine interest is projected though your body language and tonality. So, just waiting for the other person to stop talking so you can talk again isn’t really genuine interest. And that may shine through. And so your interactions will suffer.

6. Take control of your emotions.

“The person who seeks all their applause from outside has their happiness in another’s keeping.”

It wrote about this problem a few days ago in 9 Great Ways to Make Yourself Absolutely Miserable. And it basically consist of being too reliant or dependent on external validation from other people. External validation is something someone communicates to you that tells you that you are person of value. That you, for example, are pretty, smart or successful.

This leaves much of your emotions in the hands of other people. It becomes an emotional rollercoaster. One day you feel great. The next day you feel like just staying in bed.

But if you fill that inner cup of validation for yourself instead then you take over the wheel. Now you’re driving, now you control how you feel. You can still appreciate compliments of course, but you aren’t dependent on them.

This will make you more emotionally stable and enables you to cultivate and build your emotional muscles in a more controlled way. You can for instance help yourself to become more optimistic or enthusiastic more of the time. This stability and growth can be big help in your relationships.

7. No, they are not holding you back.

“Instead of worrying about what people say of you, why not spend time trying to accomplish something they will admire.”

Caring too much about what people think will create and feed imaginary monsters within your mind. You may for instance think that people will condemn you if you try something. Maybe they will. But most of the time people are thinking about their own challenges and ups and downs. They just don’t care that much about what you do.

This may feel disappointing. It can also be liberating. It helps you remove inner obstacles that are you holding yourself back.

As you, bit by bit or in one big swoop, release those inner brakes you become more of yourself. You become more confident, you have a better chance at success, and you will feel more positive feelings and less negative ones. All these things can give a big boost to your interactions and help you sharpen those social skills.

8. So, what’s in it for me?

“There is only one way… to get anybody to do anything. And that is by making the other person want to do it.”

If you want someone to do something then will they care about your motivation for getting this thing done? Perhaps. Often they will not have that great of an interest in what you want out of something.

They want to know what they will get out of it. So, for the both of you to get what you want out of something tell that person what’s in it for him/her. And try to be genuine and positive about it. A reason for them to do it delivered in a lame, half-assed manner may not be so persuasive. And so you both lose.

9. How to win an argument.

“The only way to get the best of an argument is to avoid it.”

Getting two egos wrapped up in an argument, having two sides defending their positions desperately, will not improve relationships. You are more likely to feel negative feelings towards each other long after the argument is over. And so you both wallow in negativity and you both lose. When possible, just avoiding unnecessary arguments is a win-win situation.

10. It’s about more than your words.

“There are four ways, and only four ways, in which we have contact with the world. We are evaluated and classified by these four contacts: what we do, how we look, what we say, and how we say it.”

I often feel that there is a bit too much emphasis on the third way of contact (what we say). Don’t forget about the rest. Most people stereotype people at their first meeting. They might not want to but it is a way for their – and perhaps your – mind to organize impressions and people. So think about how you look. Think about how you make first impressions. Think about your body language. And how you are saying your sentences.

Think about how you feel because that will be reflected out into the world. And the world will often reflect back something similar.

DALE CARNEGIE’S SECRETS OF SUCCESS

A. Principles from How to Win Friends and Influence People
A1. Become a Friendlier Person
1. Don’t criticize, condemn or complain.
2. Give honest, sincere appreciation.
3. Arouse in the other person an eager want.
4. Become genuinely interested in other people.
5. Smile.
6. Remember that a person’s name is to that person the sweetest and most important sound in any language.
7. Be a good listener. Encourage others to talk about themselves.
8. Talk in terms of the other person’s interests.
9. Make the other person feel important – and do it sincerely.

A2. Win People to Your Way of Thinking
10. The only way to get the best of an argument is to avoid it.
11. Show respect for the other person’s opinion. Never say, “You’re wrong.”
12. If you are wrong, admit it quickly and emphatically.
13. Begin in a friendly way.
14. Get the other person saying “yes, yes” immediately.
15. Let the other person do a great deal of the talking.
16. Let the other person feel that the idea is his or hers.
17. Try honestly to see things from the other person’s point of view.
18. Be sympathetic with the other person’s ideas and desires.
19. Appeal to the nobler motives.
20. Dramatize your ideas.
21. Throw down a challenge.

A3. Be a Leader
22. Begin with praise and honest appreciation.
23. Call attention to people’s mistakes indirectly.
24. Talk about your own mistakes before criticizing the other person.
25. Ask questions instead of giving direct orders.
26. Let the other person save face.
27. Praise the slightest improvement and praise every improvement. Be “hearty in your approbation and lavish in your praise.”
28. Give the other person a fine reputation to live up to.
29. Use encouragement. Make the fault seem easy to correct.
30. Make the other person happy about doing the thing you suggest.
– – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –

B. Principles from How to Stop Worrying and Start Living
B1. Fundamental Principles for Overcoming Worry
1. Live in “day tight compartments.”
2. How to face trouble:
a. Ask yourself, “What is the worst that can possibly happen?”
b. Prepare to accept the worst.
c. Try to improve on the worst.
3. Remind yourself of the exorbitant price you can pay for worry in terms of your health.

B2. Basic Techniques in Analyzing Worry
4. Get all the facts.
5. Weigh all the facts — then come to a decision.
6. Once a decision is reached, act!
7. Write out and answer the following questions:
a. What is the problem?
b. What are the causes of the problem?
c. What are the possible solutions?
d. What is the best possible solution?

B3. Break the Worry Habit Before It Breaks You
8. Keep busy.
9. Don’t fuss about trifles.
10. Use the law of averages to outlaw your worries.
11. Cooperate with the inevitable.
12. Decide just how much anxiety a thing may be worth and refuse to give it more.
13. Don’t worry about the past.

B4. Cultivate a Mental Attitude that will Bring You Peace and Happiness
14. Fill your mind with thoughts of peace, courage, health and hope.
15. Never try to get even with your enemies.
16. Expect ingratitude.
17. Count your blessings — not your troubles.
18. Do not imitate others.
19. Try to profit from your losses.
20. Create happiness for others.

B5. The Perfect Way to Conquer Worry
21. Pray.

B6. Don’t Worry about Criticism
22. Remember that unjust criticism is often a disguised compliment.
23. Do the very best you can.
24. Analyze your own mistakes and criticize yourself.

B7. Prevent Fatigue and Worry and Keep Your Energy and Spirits High
25. Rest before you get tired.
26. Learn to relax at your work.
27. Protect your health and appearance by relaxing at home.
28. Apply these four good working habits:
a) Clear your desk of all papers except those relating to the immediate problem at hand.
b) Do things in the order of their importance.
c) When you face a problem, solve it then and there if you have the facts necessary to make a decision.
d) Learn to organize, deputize and supervise.
29. Put enthusiasm into your work.
30. Don’t worry about insomnia.

Leadership development quotes from Dale Carnegie:

“If we want to find happiness, let’s stop thinking about gratitude or ingratitude and give for the inner joy of giving.” – Dale Carnegie

“Remember that the other man may be totally wrong. But he doesn’t think so. Don’t condemn him. Any fool can do that try to understand him. Only wise, tolerant, exceptional men even try to do that. There is a reason why the other man thinks and acts as he does. Ferret out that hidden reason-and you have the key to his actions, perhaps to his personality. Try honestly to put yourself in his place.” – Dale Carnegie

“You can make more friends in two months by becoming really interested in other people, than you can in two years by trying to get other people interested in you. Which is just another way of saying that the way to make a friend is to be one.” -Dale Carnegie

“One of the surest ways of making a friend and influencing the opinion of another is to give consideration to his opinion, to let him sustain his feeling of importance.” – Dale Carnegie

“This is a hurried age we’re living in. If you’ve got anything to say, say it quickly, get to the point and stop, and give the other man a chance to talk.” – Dale Carnegie

“Make a man laugh a good hearty laugh, and you’ve paved the way for friendship. When a man laughs with you, he, to some extent, likes you.” – Dale Carnegie

“Do you know the most important trait a man can have? It is not executive ability; it is not a great mentality; it is not kindliness, nor courage, nor a sense of humor, though each of these is of tremendous importance. In my opinion, it is the ability to make friends, which, boiled down, means the ability to see the best in man.” – Dale Carnegie

“We ought to be modest, for neither you nor I amount to much. Both of us will pass on and be completely forgotten a century from now. Life is too short to bore other people with talk of our petty accomplishments. Let’s encourage them to talk instead.” – Dale Carnegie

“Actions speak louder than words, and a smile says, “I like you. You make me happy. I am glad to see you.” That is why dogs make such a hit. They are so glad to see us that they almost jump out of their skins. So, naturally, we are glad to see them. An insincere grin? No. that doesn’t fool anybody. We know it is mechanical and we resent it. I am talking about a real smile, a heart-warming smile, a smile that comes from within, the kind of smile that will bring a good price in the market place.” – Dale Carnegie

“Let’s cease thinking of our accomplishments, our wants. Let’s try to figure out the other man’s good points. Then forget flattery. Give honest, sincere appreciation. Be “hearty in your approbation and lavish in your praise,” and people will cherish your words and treasure them and repeat them over a lifetime-repeat them years after you have forgotten them.” – Dale Carnegie

“If you and I want to stir up a resentment tomorrow that may rankle across the decades and endure until death, just let us indulge in a little stinging criticism-no matter how certain we are that it is justified. When dealing with people, let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion, creatures bristling with prejudices and motivated by pride and vanity.” – Dale Carnegie

“If you can be kind and considerate for one day, then you can be for another. It won’t cost you a penny in the world. Begin today.” – Dale Carnegie

“Forget yourself by becoming interested in others. Do every day a good deed that will put a smile of joy on someone’s face.” – Dale Carnegie

”There is only one way under high heaven to get the best of an argument – and that is to avoid it. Avoid it as you would avoid rattlesnakes and earthquakes. Nine times out of ten, an argument ends with each of the contestants being more firmly convinced than ever that he is absolutely right. You can’t win an argument. You can’t because if you lose it, you lose it; and if you win it, you lose it. Why? Well, suppose you triumph over the other man and shoot his argument full of holes and prove that he is non compos mentis. Then what? You will feel fine. But what about him? You have made him feel inferior. You have hurt his pride. He will resent your triumph.” – Dale Carnegie

“The sweetest sound to a man’s ears is his name” – Dale Carnegie

Conclusion: This training course in the art of public speaking remains to this day the best course on the subject available to all of mankind on the planet.

Biography: Dale Carnegie was born in 1888 in Missouri, USA and was educated at Warrensburg State Teachers College. As a salesman and aspiring actor, he travelled to New York and began teaching communications classes to adults at the YMCA. In 1912, the world-famous Dale Carnegie Course was born.

He authored several best-sellers, including How to Win Friends and Influence People and How to Stop Worrying and Start Living. Over 50 million copies of Mr. Carnegie’s books have been printed and published in 38 languages.

Mr. Carnegie was a prominent lecturer of his day and a sought-after counsellor to world leaders. He wrote newspaper columns and had his own daily radio show.

Dale Carnegie founded what is today a worldwide network of over 2,800 trainers with offices in more than 75 countries.

Founded in 1912, Dale Carnegie Training has evolved from one man’s belief in the power of self-improvement to a performance-based training company with offices worldwide. We focus on giving people in business the opportunity to sharpen their skills and improve their performance in order to build positive, steady and profitable results.

The following publications displayed here below are also included with membership:

“Expert speaker – a beginner’s guide to be a public speaking celebrity”:

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“Public speaking – from terror to triumph”:

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See the new self-training course titled “Public speaking for politicians and presenters” here below.

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Successful leadership actions to improve organisations

Coaching footer imageSuccessful leadership actions to improve organisations

We look at activities that leaders must regularly undertake in order to ensure the success of their organisations.

Organisation vision

Analysing the operating environments:

Ensuring successful analysis:

Analysing the operating environments on a regular basis, and additionally when major changes occur; using legal and ethical means to gather information; using experienced specialists to gather and analyse the information; using an appropriate range of information gathering tools and techniques; gathering information from an appropriate range of sources; ensuring that forecasts, trends, predictions, are supported by sufficient evidence. The objective is to carry out an analysis that provides the organisation with a clear picture of the current environment in which it operates, and a forecast of impending changes. This will enable the leaders of the organisation to make changes to existing operational objectives in response to the findings on the current situation, and to longer term plans in preparation for the predicted changes. A thorough analysis should be carried out at least annually, with quarterly reviews. This will ensure that the leaders of the organisation are fully informed at all times, and are equipped with information that will enable them to respond appropriately to any changes which impact on the organisation.

1. Analysing the external environment:

Identifying the components and the boundaries of the external environment in which the organisation operates; considering the current political, economic, social, technological, and environmental situation; gathering appropriate, sufficient, reliable, and valid information; identifying and evaluating trends; evaluating the impact of current influences on the organisation; forecasting the impact of potential changes on the organisation. The objective here is to gather information which highlights or predicts changes in the world in which the organisation operates. There are many thousands of local and international influences and forces which impact on the organisation. Indicative examples include demographic changes, cultural changes, and social behaviour changes, all of which can lead to changes in customer markets and buying patterns. Another example is a potential or forecast change in a technology which could end demand for certain products or services. For almost any organisation, of any size, and in any sector, gathering and analysing this type of information is critical.

2. Evaluating competitor behaviour:

Identifying current and potential competitor organisations; gathering appropriate information on current and forecast competitor activity; evaluating the strengths and weaknesses of individual current competitors; considering the potential impact of new entrants or changes in competitor behaviour. The purpose of this is straightforward. Competitors are, by default, competing for the same customers, and if they are worthy competitors, they will be carrying out the same type of analytical activity, and responding to their findings. Competitor activity can be a vital component of the information gathered, as it indicates how similar organisations are responding to current and forecast changes.

3. Considering the needs of stakeholders:

Identifying all stakeholders, within and outside the organisation; evaluating the importance of support from each stakeholder group; consulting with stakeholders to identify and understand their needs; explaining to stakeholders the organisation’s strategies and values; resolving conflicts and misunderstandings through discussion. The aim of this activity is to ensure that the needs of the stakeholders are known, and their views taken into consideration. Stakeholders can include operational staff, managers, trade unions, shareholders, suppliers, customers, clients, sponsors, funding organisations, partner organisations, local government departments, and local or national media. There can also be sector-specific stakeholders, such as relatives of patients, in the hospital sector, local residents affected by major construction projects, or parents of schoolchildren.

4. Evaluate the internal condition of the organisation:

Analysing the organisation’s current internal condition; carrying out a review of strengths, weaknesses, opportunities, and threats. The aim is to build a detailed picture of the current condition of the organisation, in terms of its internal health. This should be comprehensive, looking at all internal aspects of the organisation, including for example, the physical location(s) in which it operates, condition of buildings, equipment, vehicles, plant, funding, operational performance, recruitment, retention, training and development, policies, procedures, products, services and so on.

5. Adjusting current strategies:

Considering the findings of the analysis activities, and then evaluating current strategies and direction against these; consulting with specialists and key stakeholders about the proposed changes; adjusting current strategies and strategic objectives or replacing them with new ones; implementing a management system that will monitor, control, and adjust where necessary, the new strategies. The objective here is clear. To survive, the organisation must have in place appropriate strategies. Unless strategic direction, specific strategies, and their related objectives, are regularly evaluated, maintained and adjusted, the ability to compete will deteriorate and eventually the organisation will fail.6.

6. Adjusting systems and structures:

Evaluating the appropriateness of the current systems and structures in meeting the demands of the new strategies; consulting with all affected stakeholders on proposed changes; planning and implementing changes to operational, quality, and cultural systems, policies, procedures, and structures; implementing procedures to monitor, control, and adjust these as necessary. The purpose of this is to put in place an appropriate infrastructure that will support the new strategic and operational objectives. Unless this infrastructure is compatible with, and supports the achievement of, these objectives, the strategies will run into difficulties and almost certainly fail.

7. Adjusting current operational objectives:

Adjusting operational objectives and activity in response to the changes in strategic direction; implementing an appropriate quality assurance management system to maintain operational quality standards; implementing procedures to monitor, control, and adjust operational activity and objectives as necessary. Operational activity must support and help achieve the strategic objectives. It is extremely damaging, if not fatal, to allow operational activity to continue unchanged, when the strategic direction and objectives of the organisation have changed.

8. Adjusting personnel capabilities:

Comparing the current and potential performance capability of key individuals and teams against the forecast performance requirements; improving personnel capability by re-training and development where appropriate; replacing individuals and teams where necessary; implementing an individual and team appraisal and development system. The aim of this activity is to ensure that, at all levels, the best possible individuals and teams are in place to support and help achieve the organisation’s goals. Without the right people the strategies will fail. 

In summary:

Analysing the environment in which the organisation operates is the most critically important activity that the organisation’s leaders undertake. It represents the sole purpose of the leaders, that is to ensure that the organisation is taking the most appropriate strategic direction and is equipped with the optimum resources needed to be successful in achieving its objectives. High quality information is critical to the success of the organisation, and information about the changes and challenges facing the organisation in the future is the most valuable of all.

Strategic planning is regarded as a scientifically researched technique or tool, to enhance leadership competencies. The strategic planning technique, with its SWOT analysis, can also work for improvement of a subsidiary, department, section or even single career planning by individuals. See our leadership development training modules for members on the home page.

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Explanatory description of a best system

The miracle of short interval control inside our performance management system:

The miracle of short interval control in accordance with the sergeant stripes principle, is that it opens up the opportunity for self-control and self-correction of deviations, on all levels, before a job position on a particular level has to report to the next higher level. It also minimises the control function and control frequency, by each consecutive higher level manager, so that supervision and control over subordinates become almost self-regulatory.

The great challenge for organisations is to progress from occasional backward looking performance appraisals based on historic performance, to regular forward looking performance management based on continuous corrective actions at a differentiating shorter control and planning time scale for each hierarchical level (planning, controlling and reporting according to the Sergeant Stripes Principle).

The strategic plan becomes alive through continuous short interval corrective actions.

So, we can rightfully name it as “The self-propelled performance management system”.

This system creates the following miraculous human capital changes automatically: 360 degree employee attitude turnaround, eagerness to excel increases tenfold, inspiration to apply own initiative for timely improvements suddenly increases, dedication rises sky-high and improvement success creates employee self-satisfaction.

A strategic plan must have its own lively, beating heart – otherwise the effort becomes a complete waste of time.

“Encourage and empower subordinates to empower yourself!”.

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