Keep highly visible scoreboards, big thermometers (as in a fund-raising campaign), bulletin boards, Intranet sites, voice mail messages and newsletters to update everyone on progress toward key goals or change and improvement targets. Make goals/targets and progress as visible as possible.
Author: Jim Clemmer | Source: Team Spirit Built from the Top | Original Publication: The CLEMMER Group | Subjects: Management, Organizational Behavior
Share all core strategic measurements (including “confidential” financial, and operating data) with everyone in your organization. Treat people like full-fledged business partners and they’ll act that way. But don’t snow them under with a blizzard of meaningless reports and numbers. Train everyone how to read these data. Show them how to relate the measurements to their daily operations and improvement activities.
Author: Jim Clemmer | Source: Education and Communications Pathways and Pitfalls | Subjects: Leadership, Management
Develop your “stump speech” or “talking points” among your management team before any of you heads out to give your version to the rest of the organization. This generally includes messages around your Change Drivers, Focus and Context (vision, values, and purpose), key goals and priorities, change/improvement plans, and such.
Author: Jim Clemmer | Source: Education and Communications Pathways and Pitfalls | Subjects: Change Management, Leadership, Management
Develop highly visible scoreboards, bulletin boards, or voice mail, electronic or printed announcements of progress toward team and organization goals and priorities.
Author: Jim Clemmer | Source: Education and Communications Pathways and Pitfalls | Subjects: Management, Organizational Behavior
Establish a regular review process for yourself, your team, and your organization to reflect on the reasons for both your failures and successes. This is a fundamental and critical component of learning. Based on the input of everyone involved, some organizations produce substantial documents or booklets on “lessons learned” following a major new product, service, or business launch.
Author: Jim Clemmer | Source: Innovation and Organizational Learning Pathways and Pitfalls (Part 2) | Subject: Management
Put on regular product and service fairs that allow all areas of your company to show off their results, explain what they’re working on, and swap ideas. A giant two-day fair at a large house-wares manufacturer resulted in 2,000 ideas for new products.
Author: Jim Clemmer | Source: Innovation and Organizational Learning Pathways and Pitfalls (Part 2) | Subjects: Best Practices, Innovation
Make sure that you and people throughout your organization spend lots of time in external benchmarking and “corporate tourism” mode, looking for good ideas to swipe. Many of the opportunities or problems you’re facing now are old hat to somebody somewhere. Learning from other people’s experiences — both the successes and the failures — can take years and millions of dollars off your learning curve. … [ Read more ]
Author: Jim Clemmer | Source: Innovation and Organizational Learning Pathways and Pitfalls (Part 3) | Subjects: Best Practices, Innovation
Set up an Innovation Slush Fund to provide seed money to champions and skunk works. Couple it with allowing your key operations people 10-15 percent of their time to work on projects that they feel have some high innovation potential. The only condition of getting the money or time is a periodic report (preferably voice mail, E-mail, video, or group presentation rather than a bureaucratic … [ Read more ]
Author: Jim Clemmer | Source: Innovation and Organizational Learning Pathways and Pitfalls (Part 2) | Subject: Innovation
Set up an internal “best practices and good tries” system, clearinghouse or network to continuously spread the learning about what works and doesn’t work across your organization.
Author: Jim Clemmer | Source: Innovation and Organizational Learning Pathways and Pitfalls (Part 2) | Subject: Best Practices