Four Steps to Lead, Support and Implement Change

Four Steps to Lead, Support and Implement Change

change management process change management plan

We all make the best choices (decisions) available to us at the time given the possibilities and the capabilities that we perceive are available to us from our model of the world (perception of reality).

A decision is a conclusion or resolution reached after consideration - weighing up the options available to us. We can make more informed decisions by having more choices available for consideration. We can always get more data or input to help us decide. The important thing is that as a leader you need to make a choice. You need to make choices all the time.

The first step is to decide. Decide what culture you want and need for achieving the goals of your change initiative. Decide on the boundaries that need to be in place or changed. Decide on the values, principles and beliefs the organization needs to achieve the vision. Decide who you are as a leader and what you need to do, say and believe to become the leader you want to be.

There is such a thing as thinking too much. We can get caught up in the need to have more and more data and to analyze until we believe there is a 99% probability of success. And while I appreciate there maybe some instances where this is required, in most cases it is not.

It's been said that 20% of our activity delivers 80% of the results. If that is true then consider how you should spend your time and effort when making decisions because if you are clear on your values, principles and believes it makes it that much easier and means you can deliver better results faster.

A decision without action is useless. You have put in the hard work to make the choices that are needed, it is time now to take action, which is step two. Work out the actions you need to take to share and implement the values and principles of the organization to drive the culture and behaviour needed for success.

Reflection takes many forms e.g. introspective - examination of one's own mental or emotional pr ocesses, or, the one more often associated with business which is "Gap Analysis" i.e. Analysis of the gap and what is causing it, between the goal, measure or planned outcome of a measure and the actual result.

If we reflect on our actions and the success of these actions on a regular basis then we can be in a position to make adjustments along the way because we do not want to get to the end point only to have spent time and effort on ineffective or inefficient activities. That also means that we can continue to help employees with their priorities and keep the required focus and makes this step necessary to progress toward the achievement of your goals and vision.

The third step then is to reflect by undertaking a gap analysis on a regular basis e.g. weekly, monthly, quarterly etc. whichever allows enough time to act and review and adjust.

The person or element with the most flexibility in a system will have the most influence. This is the Law of requisit e variety from systems theory. Flexibility means having more options and behavioral choices available to you so that you can control the system. No matter what business or discipline you work in, the top people are those who have the most variety in their behavior. They have choices of behavior that their colleagues don't.

The fourth step is to evolve, specifically to change what is not working by understanding the feedback and determining new actions that will progress you toward your goals. When undergoing a change we can decide what we believe needs to be done and then take action. As pointed out in step three though, we must then reflect on the results. Having reflected and understood the gaps we now must be prepared to change what's not working!

Four simple but powerful steps - Decide. Act. Reflect. Evolve.

Therese Wales is Managing Director of Up to You providing Leadership Coaching and Organizational Change Management Services. For your free excerpt 'Know your Outcome' the first step to creating lasting change go to http://www.up-to-you.com.au/CreatingLastingChange or Email admin@up-to-you.com.au for more information.

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Change Management, an Employee's Perspective

Change Management, an Employee's Perspective

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Change management is a common concept for most organizations. But, not everyone has the same idea as to how change should take place, be inspired or unravel. One common ideology is the belief that the best way to get people to change is to create a sense of urgency. Another very common concept that's been used in this realm is the term "the burning platform," which was coined by Daryl Conner. But, the thing is that there's a massive misunderstanding (in my opinion) when it comes to these ideas. We hear "urgency" and "burning platform" - and our mind immediately jumps to "JUMP!" I mean, let's imagine ourselves on an actual burning platform, I'm sure we'd feel a sense of urgency to get ourselves off the platform (at whatever cost, whether we can swim or not, and whether it looks like we'll live or not). In that moment, what might we feel? FEAR. PANIC. ALARM. How about LIFE OR DEATH? I think so. Well, that's the problem. "Urgency" and "burning platform" don't need to mean (a nd maybe were never meant to mean) "scare the pants off your people, so that they do whatever you tell them to do." No, no, no. I think we have it all wrong. In the past, I've discussed how leaders can rethink this concept. But, in this article, I'd like to talk to the employees that are potentially being led by not-so-logical leaders.

So, are you wondering what to do with your manager? The one that has the 'burning platform' concept backwards? The leader who thinks she's inspiring others, but really is just igniting fear and worry? The manager that thinks the only way to convince his employees that they must change is to threaten them with the consequences they'll endure if they don't? Is your manager downright degrading when presenting potential opportunities for change?

What's the solution when you're not in charge? Unfortunately, it's not easy. Fortunately, there are some things you can do.

Challenge by asking 'curiosity' questions. If you aggressively cha llenge managers, they are likely to become more defensive than anything else. So, the key is to ask curious questions that force them to think about what they are asking of you and others. This will require them to think through the process,which is often ignored when the 'burning platform' is misunderstood.
Present alternative perspectives. Most of the time, when managers are recommending something that stems from anxiety, their perspective narrows. Not always intentionally, it just sort of comes with the territory. For this reason, either ask them to brainstorm alternatives with you or do your homework in advance and present your thoughtful alternatives to them. Even if they don't adapt your open attitude, multiple perspectives force others to see things differently (even if they don't want to).
Do research. Think through what they are asking you to do and go through the effort of determining what it would take to actually do what they want. If it's unreali stic, your point will be more convincing if you approach them with a realistic plan that blows their unrealistic idea out of the park.

Most of the time, if managers are telling their employees that something must be done "or else...." - it doesn't empower employees as much as it scares them. But, if you're an employee, don't jump to conclusions about why a manager is asking you to do something that doesn't seem right, ask more questions, think of alternatives and research the process. The reason this is important is because some managers just might not be experts at explaining what they want. So, it's not fair to assume they're overreacting, if you haven't done the due diligence of digging deeper.

Your goal, as the employee, is not to point out that they are wrong and you are right - that's never really advantageous for anyone. But rather, the goal is to together come to conclusions that are valuable, realistic and inspiring for the entire team.

Doug C. Watsabaugh, senior partner at WCW Partners, understands how to meet your unique performance challenges. With more than 20 years of experience, WCW Partners is a performance-improvement company that helps businesses revitalize their results and achieve record-breaking performance.

If you are looking to excel in sales, service or leadership, let Doug develop the capability in you! http://wcwpartners.com/.

If you're hoping for more change-management insights, check out WCW's blog now. http://wcwpartners.com/our-blog/

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A Typical Business Process Improvement Project

A Typical Business Process Improvement Project

Business Process Improvement (BPI) is a systematic approach to helping an organization optimize its underlying processes to achieve more efficient performance and results. BPI attempts to reduce variation and/or waste in processes, so that the desired outcome can be achieved with better utilization of resources.

The steps in a BPI project usually include:

Assess and document the "current state" of the business processes. Review existing process documentation, interview employees and document (map) the existing process flow and personnel involved at each stage of the process.
Identify and document existing critical business issues, risks and interrelationships. Business risks and critical interrelationships must be fully assessed during the initial review stage and considered in the recommendations for implementing change.
Benchmark the current level of performance against an industry re cognized standard (frameworks include but are not limited to ISO standards, Capability Maturity Model, Six Sigma, COBiT).
Determine management's desired "future state" of operating. Process improvement initiatives must be aligned with the organization's strategic goals in order to provide direction and ensure progress towards change.
Perform a "gap analysis" including the identification of existing barriers and success factors critical to reaching the desired future state. A gap analysis consists of (1) listing the characteristic factors of the current state (2) against the factors required to achieve the future state and (3) highlighting the gaps that exist and need to be changed.
Develop recommendations and a practical implementation strategy that meets the organization's objectives. When preparing the detailed implementation plan, divide tasks based on immediate activities required to activate change today and a dedication to new ongoing control activities to emb ed change within the corporate culture.
Lead the change management process. This step involves a multitude of activities that should be championed by management and process owners. The rate of change achievable by an organization is dependent on many elements within the enterprise and management's appetite for effecting change.
Track and report against performance metrics and monitor progress. Regularly reporting progress and achievements against pre-defined metrics is important to maintain momentum in the change management process by communicating the BPI results. Continuous evaluation and re-assessment is required to ensure the changes are creating the desired improvements in efficiency and effectiveness.

Effective people management is crucial in times of change. Organizations must activate change with employees through positive measurable connections between responsibility, ownership, accountability and reward.

If management engages external consultants to d efine the change process, they must be vigilant to ensure the consultant's knowledge is continuously transitioned throughout the project for changes to be self-sustaining.

Thank you for reading my article. Please let me know if you enjoyed it by casting your vote below or leave a comment. If you'd like to achieve a higher level of operational efficiency in your business, view our resources at http://www.brioriskmanagement.com/ or call 1 (888) 664 0008 today for a free consultation.

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Speech Recognition Technology in Call Centers

Speech Recognition Technology in Call Centers

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In the not too distant future, you will be able to sit back in a chair, relax and order your computer to do various tasks for you without touching a thing. Advanced speech recognition technology is becoming more efficient and one day will be an integral part of all technology. You may be asking yourself, what about SIRI or products like Dragon Naturally Speaking? While those are good examples of the beginning evolution of the technology, if you have ever used either product you know they have faults. While not by any means perfect, the advances in the field of voice recognition are extremely impressive. Many Fortune 500 companies utilize these features via IVR services that you have most likely spoken to & interacted with. This call center industry has truly been the first to embrace the speech regulation technology and integrate it into their way of business.

There are two types of speech recognition software and each is designed for different purposes. Speaker-dep endent speech recognition software is one of the most useful applications. This application is used to convert speeches to readable texts. Speaker-dependent speech recognition programs are embedded with various word processors and e-mail programs. You can enable this speech recognition software by speaking through the microphone. This allows you to make the speech engine type the spoken words in a word processor. The method in which you speak and pronounce words coupled your rate of speech, tone of the voice, and inflection will be recognized by the software. These are factors that differ for every person; hence speaker-dependent speech recognition programs require training to comprehend your way of talking. The user needs to read few pages of scripts pre-installed in the program to familiarize the software with your voice. When you are done with the set up, the software is ready to follow your verbal commands.

You can say commands, such as "Open word", and your comput er will open the word processor for you. You can tell your computer what you want to type in the word file and say "save" to save the file. Your e-mail programs would wait for your verbal command to open up and draft e-mails for you. To ensure accuracy, you need to edit the document manually after the speech engine does its job.

Speaker-independent speech recognition software is another type of automatic voice recognition programs that are commonly used in IVRs and have more answering service type applications. Speaker-independent speech recognition programs do not require any sort of training, but it's less efficient than the Speaker-dependent applications. You can record words in these applications and program the speaker-dependent applications to perform particular tasks if someone initiated action based on hits to the recorded words. Take the example of calling a company and asking the computer to transfer the call to a person's by saying their last name (sometimes called a dial by name directory). Once you say the name, the speech engine goes through the records and check if such a person works in the organization. If the record matches, the call is transferred to the corresponding person. This whole IVR process is carried out using speaker-independent speech recognition programs.

Speech recognition programs are not new in the market but these applications were not accurate enough to be useful. Accuracy and speed are the two parameters that speech recognition programs are judged on. Today's speech recognition is trained on understanding the words you say, not the meaning of those words. Hence, if you fail to pronounce words as they are recorded in the system, these programs would not recognize what you are saying. So, if you wanted to speak with an operator and used the term "agent" instead, if the word "agent" was not associated with the word "operator", the call would not transfer.

The rate in which you speak is a key f actor in using these applications as well. You need to wait until your program recognizes your first word before you say the next. Today several companies have introduced speech recognition programs that are capable of comprehending human voice with commendable accuracy.

This technology although amazing, is still in its infancy. Future advances in speech recognition will become a powerful tool with unlimited potential.

For more information about technology used in the call center industry, please visit the Office Phone Outsourcing website. Other blog posts include will SIP replace VoIP the ever important how to manage a call center correctly.

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Process Auditing: Customer Related Processes

Process Auditing: Customer Related Processes

change management process change management plan

Leading organizations not only recognize the value of their customers, but utilize ongoing checks and balances to ensure that their levels of satisfaction are always exemplary. This portion of the process auditing approach examines customer related processes within the underlying organization. Throughout the audit, requirements related to the products as well as customer communication should be examined. When you know what to look for, and what questions to ask, your audit results will provide more value to the underlying organization.

Determination of Requirements Related to the Product

As you consider requirements related to the company's end-products, factor the needs and expectations of the customers. What is the customer's understanding of the delivered product's specifications? What is the organization's current volume of sales? What is the average delivery time?

With regard to production, what national/international regulations or standards apply? How are the company's products currently manufactured? What capacity levels is the company currently operating?

Examples of acceptable evidence can include technology applications, work sharing agreements, catalog, standard and COTS parts as well as certification specifications.

Review of Requirements Related to the Product

As the organization plans to deliver products and services to their end customers, the following considerations should apply:

Established processes for product/service deliveryProcedures designed to facilitate and document deliveryRecords documenting that products and services meet required guidelinesDocumentation of ongoing risk reviews

Some of the areas that could contain this information include compliance matrices, records of contract reviews, risk analyses and notations from the individuals conducting ongoing reviews.

Customer Communication

An organization's custom er communication channels promote awareness of current customer feedback and satisfaction levels. Examination of these processes can provide useful information to the management team, in particular during their efforts to improve customer satisfaction levels.

When examining customer related processes, be sure to take time to consider recent customer feedback and documented complains as well as methods for communicating with the customer. Customer feedback and complaints can be located within complaint letters/emails, customer acknowledgements as well as internal complaint logs. When considering methods of communication with the customer, evaluate the ordering processes, design/development processes and product release processes.

Examples of objective evidence can include:

Customer inquiries, contracts and methods of order handlingEmail and general mail correspondenceDocumentation of customer deliveriesCustomer order forms/confirmation of orders placed

To imp rove your auditing skills, in addition to the tips outlined above, consider enrolling in an AS9100 lead auditor training course. Not only will your accuracy improve, but also your efficiency. Stay tuned for our next article in the Process Auditing series, Design and Development.

Understanding how AS9100 Lead Auditor Training can benefit you and your company is paramount to success in today's global market. AS9100 Auditor Training can be effectively employed cost-effectively to give you and your business the edge. Visit our website to learn more, and thanks for reading.

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AS9100 Auditing Standards: Management's Commitment

AS9100 Auditing Standards: Management's Commitment

Process Auditing Approach- Management Commitment

Now that we have examined what to look for and what to ask for in the area of documentation requirements, it's time to move forward to the area of management commitment. Within the area of management commitment, you will be examining the areas of customer focus, quality policy, organizational planning, responsibility, authority and communication. The organization's top management should be involved and engaged during this portion of the audit. As the auditor, be sure to keep in mind the sensitive nature of this process.

Management Commitment

Begin this portion of the audit reviewing any form of written management statement, the manners in which this statement is communicated throughout the organization, documented employee improvement plans, management reviews and the general involvement of upper l evel management in the day-to-day affairs of the business. Examples of documents that may be reviewed include meeting and activity notes, written management policies and stated management objectives.

As you review these areas, consider asking for the names and positions of top leaders within the organization. And in relation to the review processes, be sure to clarify whether top leaders are involved in the reviews or whether these obligations are delegated.

Customer Focus

When evaluating the organization's customer focus, consider looking for some or all of the following examples of evidence:

Customer satisfaction surveysMarketing/customer acquisition campaignsCommunication policies and arrangements/platformsPercentages of on-time and on-quality deliveries

When interviewing top leaders with regard to customer focus, consider asking who the organization's top customers are, whether focus is placed on top customers and on-time deliverie s and how these areas are measured across the organization.

Quality Policy

Is the organization's quality policy well communicated? Do appropriate personnel understand the policy? And, can these key employees communicate the policy to others? As you examine the area of quality policy, consider asking for relevant, documented policies and stated objectives. Ask about the methods of communication utilized from the top down. And, inquire into what types of ongoing reviews are utilized to ensure that quality is sustainable.

When looking at the area of planning, are the organization's objectives specific, measurable, attainable, realistic and time-bound (SMART) at each level within the organization?

Responsibility, Authority and Communication

When looking at these areas, request the organizational chart which outlines specific roles and responsibilities for key employees and/or positions. Examine job descriptions for relevant roles. Is this information readily available? And, is it communicated effectively throughout the organization?

Finally, when examining management overall, examine whether consistency is present with regard to processes throughout the organization. Request evidence to support these areas, which could include statistical data, summary tables, graphics, and reports covering product delivery performances. And, be sure to provide evidence showing the impact of proposed changes to the management system or business as a whole as well as any controls needed or identified.

Working through these specific questions and collecting suggested documentation will improve this portion of your audit. Stay tuned for our next article in the series covering Process Auditing, Provision of Resources.

Understanding how AS9100 Lead Auditor Training can benefit you and your company is paramount to success in today's global market. AS9100 Auditor Training can be effecti vely employed cost-effectively to give you and your business the edge. Visit our website to learn more, and thanks for reading.

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Want More Balance?

Want More Balance?

change management process change management plan

Despite efforts on the Wii Fitness balance game, Wii persists in rating me as "unbalanced." And while it's true I'm feeling a bit stressed with a new book coming out in May, and more commitments than common sense dictates, being balanced is a challenge.

Work reminds me of that balance game. Some days, I feel like I'm floating my avatar in a balloon down a lazy river, enjoying virtual sunshine and feeling pretty balanced, when unexpectedly, bees attack, currents push me against the shore, and my protective balloon pops against the jagged cliffs. In order to fight back against the bees and the currents and not crash into the edge, I must shift my balance.

Yet, as soon as we restore a bit of work balance, something or someone changes our priorities, hurling us with tornado-like force into a new crisis, challenge, reorganization, customer issue, or coworker, staff, or boss problem.

Of course, there's more in our lives than work, and the constantly shifting e lements of family, health, finances, and emotional well-being creates its own asymmetrical impact. You never know what's lurking in the shadows of new priorities, uncontrollable events, or emerging realities.

But, this elusive balance concept isn't just about ever changing priorities and challenges. We also overlay our expectations and desires on others, wanting them to create balance for us, or at least, stop impacting our precarious state.

We complain that our employers don't enforce work-family balance, our government over-regulates or under-regulates the issues dear to us, or our time is devoured by others without regard to our personal well-being. We often see a balanced life as an outside-in endeavor. But people who are winning at working know that's not the case. They understand that real balance is an inside job, as unique as we are.

What kind of individual balance composition you want, need, and seek at work (or life), is like the tale of Goldilock s and the Three Bears. The porridge is too hot or too cold, the chair is too big or too small, until Goldilocks finds the one that is "just right" for her. That's key.

In creating well-being and individual balance, people who are winning at working know that what may be too much for you, may be too little for me and vice versa. They don't expect what being balanced means to them is the same for everyone they work with. We want and need different things, at different times in our lives, for different reasons. And as we change, it changes. For some, work and play are the same thing; for others, definitely not.

People who are winning at working use self-awareness to drive their balance. They watch for cues, paying attention to their emotional, physical, social, spiritual, and mental well-being, adjusting according. They realize there are consequences for them, at work and at home, if they stay unbalanced for too long.

That means they consider themselves a prio rity. How can you be of value to others if you're in an unbalanced state? Yet, balance is more than current moment self-awareness and adjustments. It requires knowing what balance is for you.

Are you more aligned with the proverb: "All work and no play makes Jack a dull boy," or Warren Beatty's words, "You've achieved success in your field when you don't know what you're doing is work or play," or are somewhere in-between? There's no balance right or wrong. It's what's right or wrong for you.

Like the African proverb reminds, "There are three things that a man must know to survive long in the world: what is too much for him, what is too little for him, and what is just right for him." Want more work-life balance? Start by figuring out what those three things mean for you.

(c) 2012 Nan S. Russell. All rights reserved.

Nan Russell has spent over twenty years in management, most recently with QVC as a Vice President. She has held leadership positions in Human Resource Development, Communication, Marketing and line Management. Nan has a B.A. from Stanford and M.A. from the University of Michigan.
Author of, Hitting Your Stride: Your Work, Your Way (Capital Books; January 2008). Host of Work Matters with Nan Russell on http://www.webtalkradio.net/.
For more of Nan's business tips and insights visit http://www.nanrussell.com/

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Retreats - All Work and No Play Makes Jack a Dull Boy

Retreats - All Work and No Play Makes Jack a Dull Boy

change management process change management plan

Retreats, like Inns and Hotels, come in all shapes, sizes and configurations. Regardless of small or large, pleasure or business, it's important to know the goals and objectives of your escape to ensure your chosen venue really hits the mark. All retreats seek a setting for enjoyment and realization of the key goals - for example if you're opting for a romantic retreat, selecting a business-style hotel on a major highway with breakfast from 6 to 7.30 am may not be wise, given a usual goal of such getaways is to relax and enjoy leisurely time together!

Business retreats typically have many objectives from team-building to stimulating out-of-the box creativity which can rarely be achieved in the normal workplace environment. Finding a venue that allows this to happen and motivates attendees to really look forward to their time away cannot be over emphasized. Venues that offer interesting recreational opportunities as well as relaxing and functional meeting facilities are key and in the ideal world such venues should bear little resemblance to the attendees' typical day to day lifestyle. For example if your company operates from a modern office block in the city "retreating" to a nearby similar modern, purpose built hotel is unlikely to be very motivating or thought provoking for getting those creative juices flowing.

Another factor to consider in a business retreat is the involvement of partners. Several years ago, I attended the last couple of days of a corporate retreat in the beautiful town of Coeur d'Alene in Idaho. My husband had already been there for 3 days and partners were invited for the last two days to share in the experience. Our common bond of being partners was the only link we had. Over the weekend we not only got to know each other through group hikes, a little retail therapy and some great local food but we too became a team with a better understanding of the company's future goals and what that would mean to our significant others. Bottom line through this short getaway we all bought into the company's growth plan and felt a part of its future. We in turn were motivated to support our partners in any way we could. A priceless benefit for a very small investment.

The Perfect Small Retreat - what to look for
A destination that matches the travel budget. Do you want to fly or drive? Retreats that are within driving distance typically keep the cost down and can have the added advantage of attendees travelling together thus creating another opportunity for team building. While distance is not important, the destination needs to be far enough away from the corporate base to ideally be unfamiliar to most but easy to reach. For example, if your business is based in the greater Montreal, Boston or Hartford areas, Vermont is an ideal destination.
Lifestyle Necessities. While the goal is to find a destination which says from the m oment you arrive "this is not your typical day at the office", it is important that WiFi and Cell Phone Service are available. Retreats where a key sale was missed because the email could not be retrieved are not memorable in the right way.
Recreational Opportunities. Great retreats balance work with play. Remember "all work and no play makes Jack a dull boy". For summer retreats look for golf, hiking and tennis opportunities. Everyone can hike! Also consider a team building activity such as tubing down a lazy river, learning to kayak, glide or even parasail. In winter look for skiing or snowshoe areas where there's plenty of fun to be had by all plus some nightlife for those seeking to relax further! Again snowshoeing is easy and a good option for even the least athletic.
Exclusivity. For a 10-30 person retreat, seek country inns and larger bed and breakfasts in the destination area you are focused on. Choose a venue that matches your group size. You'll thank me. Having exclusive use of an inn makes attendees feel "special" and the management will want you to feel special too! They'll go above and beyond to help make your retreat memorable in all the right ways, adapt to your needs and provide you with the thought provoking, confidential environment that creates great future direction for your business. Because they are also experts on the area you have selected, pick their brains. They will likely share tips and suggestions that are not easily found on Google or the web.
"Stir Crazy". In planning your retreat be aware of the "stir crazy" syndrome. Everyone likes to feel they can get away from their colleagues, however well they get along. Breakfast and a working lunch in one place is enough. Finish each day allowing sufficient time for personal recreation and plan to regroup in the evening for dinner at a nearby restaurant. Those who need a little space will enjoy this time while man y will simply use it to further relations.
Great Food. Dinner gatherings on retreats tend to be both social and quietly part of the creativity process. Attendees who are somewhat quiet during the day often become braver in the evening and venture an idea that they were previously reluctant to share. Most of all this is a time for enjoyment and motivation, for thank-yous and "let's kick butt"! Excellent restaurants will be enjoyed, poor restaurants will ruin the evening. Take advice from your venue.
Partner Activities. If your retreat is including partners, it is important that some activities are planned to ensure their enjoyment. Ideas include visits to local spas and health clubs, a morning yoga class, culinary class with a local chef, golf, tennis, organized excursions to interesting local shops, museums and attractions
Extended Stays. While ideally your partner gets to join in, you can always extend your stay an d have them arrive at the end of the business focus. Most Inns are happy to extend any special rate to attendees deciding to relax and unwind for a day or two more.

So now you are prepared for organizing the best retreat ever. Select dates, finalize the agenda and start searching for the perfect destination.

Alison Truckle, along with her husband Phill, owns and operates the Tucker Hill Inn, (http://www.tuckerhill.com/) a Vermont bed and breakfast located approximately 30 minutes from the Vermont State Capital, Montpelier. With a passion for helping people enjoy their stay in this lovely area, she regularly writes columns and articles sharing her knowledge as an innkeeper and love for the outdoors.

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The 3 Hidden Truths About Rapid Results and Striking Success

The 3 Hidden Truths About Rapid Results and Striking Success

No pain, no gain. Hard work is good for the soul. These are prevailing messages taught in America. But does hard work alone bring you rapid results and striking success? Hard work is one element to achieving striking success, but there are frequently ignored truths, that when accompanied with hard work, will bring you rapid results.

Do you expect success? Or do you sometimes worry that if you expect your best possible outcome, and don't achieve it, you'll be disappointed? Your fear of letting yourself or others down may cause you to lower your expectations. The truth is, what you think about, you bring about. If you think of a mediocre outcome rather than what you really want to achieve, then no matter how hard you work, "less than desired" will be your outcome. Check in with yourself. How will your life change once you've achieved the success you desire? Can you line your thoughts up with expecting this outcome? There is tremendous skill to directing your thoughts to yield the results you desire. However, without deliberately expecting the best, your mere action alone is likely to disappoint you. The first hidden truth behind achieving rapid success is measured in your expectations. Expect the best.

The second hidden truth behind rapid results and striking success are affirmations. Affirmations are present tense statements or questions of positive intent. Carving out time to create written affirmations on a daily basis will align you with your desired results. Affirmations typically start with "I", and progress with "am" or "have." Affirmation are not wishes or dreams. Act as if you already have what you want, and write your affirmation. Additionally, studies have shown that when you state your affirmation as a question, such as, "How is it that I'm ranked number one in sales this month?" your brain is stimulated to generate the answers for you . As you go about your daily work, your affirmations will amplify your efforts and expedite your results.

It's well known in sports. Professional athletes are viewed by their fans visualizing their next move. The use of creative visualization is the third truth that will bring you striking success. Your heightened awareness is critical in utilizing visualization skills to your advantage. If you are not very aware, you may start visualizing worse-case scenarios. Go back to your expectations and affirmations. From that point, picture in your mind's eye the results you desire. Let go of imagining how you will achieve these results. See yourself having a celebration to acknowledge your achievement. Visualize your television interview about your best selling book. Imagine yourself making that big ticket purchase because of your striking success.

In order to engage the three hidden truths to rapid results and striking success, you must get clear on your objectives and be very aware of your expectations. Release your fears and expect the best. Write daily affirmations. These present tense statements are charged with positive energy that will boost your efforts. In addition to your best action steps, engage your right brain and see in your minds eye the results of your success. I'd be thrilled to hear from you as you implement this strategy and experience positive change.

Carla Hugo is a Certified Holistic Health and Lifestyle Coach, offering Key Coaching for Financial Professionals. She is a Coach U trained coach, EFT Practitioner, Certified ScreamFree Leader and a graduate of the Institute for Integrative Nutrition. She is also a consultant with Isagenix, the world leader in Nutritional Cleansing and Replenishing.
Do you want more profitability per client? Do you want to blast through past years earnings plateaus and still provide outstanding service? Do you want to feel energetic, fit and fantastic? Visit my website and sign up for my complimentary newsletter. http://www.getcoached.com/. I look forward to making a difference in your life through my coaching programs, free tele-conferences, cleanse coaching and more. Sign up to stay in touch. email Carla at carla@getcoached.com.

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AS9100 Auditing Standards: Management's Commitment

AS9100 Auditing Standards: Management's Commitment

change management process change management plan

Process Auditing Approach- Management Commitment

Now that we have examined what to look for and what to ask for in the area of documentation requirements, it's time to move forward to the area of management commitment. Within the area of management commitment, you will be examining the areas of customer focus, quality policy, organizational planning, responsibility, authority and communication. The organization's top management should be involved and engaged during this portion of the audit. As the auditor, be sure to keep in mind the sensitive nature of this process.

Management Commitment

Begin this portion of the audit reviewing any form of written management statement, the manners in which this statement is communicated throughout the organization, documented employee improvement plans, management reviews and the general involvement of upper level management in the day-to-day affairs of the business. Examples of docum ents that may be reviewed include meeting and activity notes, written management policies and stated management objectives.

As you review these areas, consider asking for the names and positions of top leaders within the organization. And in relation to the review processes, be sure to clarify whether top leaders are involved in the reviews or whether these obligations are delegated.

Customer Focus

When evaluating the organization's customer focus, consider looking for some or all of the following examples of evidence:

Customer satisfaction surveysMarketing/customer acquisition campaignsCommunication policies and arrangements/platformsPercentages of on-time and on-quality deliveries

When interviewing top leaders with regard to customer focus, consider asking who the organization's top customers are, whether focus is placed on top customers and on-time deliveries and how these areas are measured across the organization.

Qu ality Policy

Is the organization's quality policy well communicated? Do appropriate personnel understand the policy? And, can these key employees communicate the policy to others? As you examine the area of quality policy, consider asking for relevant, documented policies and stated objectives. Ask about the methods of communication utilized from the top down. And, inquire into what types of ongoing reviews are utilized to ensure that quality is sustainable.

When looking at the area of planning, are the organization's objectives specific, measurable, attainable, realistic and time-bound (SMART) at each level within the organization?

Responsibility, Authority and Communication

When looking at these areas, request the organizational chart which outlines specific roles and responsibilities for key employees and/or positions. Examine job descriptions for relevant roles. Is this information readily available? And, is it communicat ed effectively throughout the organization?

Finally, when examining management overall, examine whether consistency is present with regard to processes throughout the organization. Request evidence to support these areas, which could include statistical data, summary tables, graphics, and reports covering product delivery performances. And, be sure to provide evidence showing the impact of proposed changes to the management system or business as a whole as well as any controls needed or identified.

Working through these specific questions and collecting suggested documentation will improve this portion of your audit. Stay tuned for our next article in the series covering Process Auditing, Provision of Resources.

Understanding how AS9100 Lead Auditor Training can benefit you and your company is paramount to success in today's global market. AS9100 Auditor Training can be effectively employed cost-effectively to give you and your business the edge. Visit our website to learn more, and thanks for reading.

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Leadership Coaching: Leading People To Accept Change

Leadership Coaching: Leading People To Accept Change

change management process change management plan

Today's businesses need to thrive in a highly competitive environment. The way to survive is to reshape to the needs of a rapidly changing world. An organization that resists change is headed towards a dead- end. If it can't provide the excellent service that the customers want, the competitors will. In the same way, a leadership and the organization need to reshape according to the needs of the customers. As Borg from Star Trek put it: "Resistance is futile."

4 Main Changes In The Organization

There are 4 main changes in the growth of an organization:

Formative period - the organization is getting started and there are no formal definitions of the founding vision yet. A lot of experimentation and innovation are still taking place.Rapid growth period - the organization tries to sustain its growth and solidify its gains by incorporating direction and coordination. The purpose of the organization and in the mainstream business is defined.Matu re period - the organization's stable growth curb keeps abreast with the pace of the economy. Changes are implemented to establish markets and maximize gains.Declining period - a tough period when the organization might downsize and reorganize. Survival means setting tough objectives but compassionate implementation. The concept that needs to be actualized is "out with the old, in with the new". The four periods of change need to start over again for the organization to achieve success.

Steps That Accompany Change

A good organization goes through these periods of change. Leadership in these periods has to focus on inculcating into its people the mindset of change acceptance from change avoidance. There are 5 steps that accompany change:

Denial - people do not anticipate any major changesAnger - hostility directed at others for what people go throughBargaining - solutions are worked at to keep everyone happyDepression - there is doubt, a questionin g of the worthiness of purpose and people need supportAcceptance - recognition and belief of the reality

The workers' first reaction to change is often resistance. The comfort of their routine gives them a feeling of security. Their fear of change might be triggered by their dislike of disruption, the uncertainty of learning and adapting and the fear of losing control.

Leading People Towards Change Acceptance

Leaders can guide workers to accept change by converting avoidance questions into acceptance statements and questions.

Avoidance Question - Acceptance Question"Why"? - "What new opportunities can I gain from this?"

"How will this impact my life?" - "What problems can be resolved by this?"

"That's not how we do it." - "How will the result look like?"

"When will this all be over so we can go back to work?" - "Is there something I can do to help?"

"Who is responsible for this?" - "Who can help us"?

Leading the cha nge starts with a dream. As Martin Luther King said "I have a dream". A leader has to provide passion and a strong sense of purpose for instigating change.

By the way, do you want to learn more about leadership in your company? If so, download your FREE eBook here: Guide to Elegant Courage Leadership

Jodi and Mike specialize in executive coaching with individuals and teams. http://lighthouse-leadership.com/

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Are Your Employees Wellness Program Visitors?

Are Your Employees Wellness Program Visitors?

change management process change management plan

"Engagement is not an attitude; it is the degree to which an individual is attentive and absorbed in the performance of their roles (Saks, 2006)."

Twenty-one years ago I unexpectedly found myself in the world of the Neonatal Intensive Care Unit (NICU) when my son was born 4-months premature; weighing one-pound ten-ounces. I had no idea that such a place existed. The terrifying and ominous environment only added to my feelings of disengagement and inadequacy as a mother. Once the initial shock diminished, however, I was eager to parent my child; no matter the environment. But much to my surprise I received little support in my engagement pursuit. After several wary attempts in asking for clarification on medical terminology I was frustrated. The NICU staff was unable to answer my questions in laymen terms and ultimately labeled me as a difficult parent because I wouldn't stop asking and yes, even demanding answers that I could understand.

In the early 90's the NICU had many rules, regulations and policies that inadvertently discouraged parent-infant bonding and engagement. We were treated as visitors, not parents. There were visiting hours with a limit on the number of visitors; all visitors had to leave when the doctors made their rounds even if it was during the approved visiting hours; there was little privacy since all of the Issolets were gathered in one large brightly lit area; and, you couldn't touch your baby and no one would dare ask.... unless you were like me and labeled a difficult parent. (Later this week, I'll be discussing difficult people and how to deal with us.)

As parents we had no ascribed role within the NICU of which we could identify. Other than written directives such as a "DNR: Do Not Resuscitate," parents were not a part of the process or included in the discussions of how care would be provided. Now understand that parents were not asking or even assuming to want a role as a part of the medical tea m but rather a partnership in which our position (role) as parents were recognized, respected and valued.

Parents have autonomy to make decisions about the welfare of their children. And adults have autonomy on the decisions regarding their bodies, minds and well-being. Recently, I became acutely aware of several barriers inadvertently created by wellness programs in which employees appeared to be simply "visitors." Much like the NICU parents in the 90's, I see employees who are not engaged but rather enraged by their lack of inclusion in the decisions of how wellness is being provided, promoted and regarded. These employees are unaware of their role and are therefore disengaged. This appears to support evidence that an employee's degree of engagement depends on the role in question (Rothbard, 2001) and how the company provides economic and socioemotional resources. Therefore, these employees are most likely disengaged from not only the wellness program but in their wo rk roles as well.

One way to over-come the "visitor" position is to include all employees in pre-program surveys and focus groups. This affords them the opportunity to share their opinions which ultimately suggest that what they have to say is meaningful to the company. It's equally important to then share the results of all surveys and allow additional input and ideally other opportunities to have an active role in the planning and implementation process as well as program evaluations (outcomes).

References:

Rothbard, N.P. (2001), "Enriching or depleting? The dynamics of engagement in work and family roles", Administrative Science Quarterly, Vol. 46, pp. 655-684.

Sak, A.M. (2006), Antecedents and consequences of employee engagement", Journal of Managerial Psychology, Vol. 21, pp. 600-619.

Denise Campbell is a Ph.D.(c),MSPH, CHES and a health and wellness behavioral strategist working with corporations, small businesses and wellness pr actitioners.

Denise also creates wellness programs that help people break through the invisible forces of beliefs, behaviors and biology to lose weight and enjoy life without struggling or suffering. For more helpful tips on how to use your biology to lose weight check out http://www.theinvisible-diet.com/

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Selecting A Commercial Cleaning Contractor

Selecting A Commercial Cleaning Contractor

Commercial cleaning services are in ample supply, and the competition to win contracts is fierce. This gives a distinct advantage to the one who is charged with selecting a commercial cleaning contractor - particularly if he or she knows what to look for in a reliable service.

Below is a brief overview on the five most important points in selecting a commercial cleaning service, and how to get the most out of that service.

#1 - Consider the Budget

It's true that cost is a major concern when selecting a commercial cleaning contractor, but it should not be the only deciding factor in selecting a service. Some companies look like they offer a good service for a very small fee, but once they draw up the agreement, there are so many "add on" fees and hidden surprises, that the original offer is no longer valid. Or, possibly more dismaying, a contractor may offer a rock-bottom price and promise full service, but not deliver on such promises. One gets what one pays for in many instances, and commercial cleaning service is no different.

#2 - Services Offered

This ties in to number one...budget. Find out what the commercial cleaners charge for each of their services. What's included in the base price? This can vary. Some cleaning services offer an "a la carte" menu that charges per service, and some sell by packages.

#3 - Equipment and Supplies

Some cleaning services make the customer provide cleaning products and equipment, while many others bring their own. Some charge for bringing their own equipment, and others include that in the base price.

#4 - Check for Licensing, Bonding, and Insurance

Having a cleaning contractor who is licensed, bonded, and insured is an important factor in selecting a commercial cleaning contractor, mainly because of liability issues o n the part of the business owner. Ensure that, if a worker for the contractor is injured during working on a company's property, that they are covered by their own insurance. Otherwise, that could be a costly expense that would make any savings on the initial service disappear.

#5 - Presentation & Professionalism

Pay attention to how a contractor presents their company - are they courteous, prompt to answer questions, direct with answers, and carry through on their initial promises? If so, then they are the most likely to be reliable with their cleaning crews, and know how to handle situations where workers call out. In other words, they are less likely to back out on a contract cleaning, be late, or miss important details during the jobs they've been hired to do. While they might not have perfectly pressed uniforms, they can present themselves professionally in other ways, which is a favorable initial sign.

Selecting a commercial cleaning service is an important decision - and the choices are vast. Choose those who best fit the above five criteria, at the best price. A clean company is paramount to a smoothly-running operation -choose the best company for the best company.

I suggest you take the time to visit the website of Steve Mike levy at http://cleaningprosfinder.com/ and learn more about the commercial cleaning services.

If you're looking to hire a commercial cleaning service you may also receive access to instant price quotes at: http://www.cleaningprosfinder.com/commercial_office_building_cleaning.php

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VSM Will Get Your Production Late, Suck Up Your Cash and Create Disasters

VSM Will Get Your Production Late, Suck Up Your Cash and Create Disasters

change management process change management plan

We want to emphasize right now that this report is not against lean technique at all. In actuality it quite facilitates the lean methodology. Lean model has been weather-beaten or in other words it is impossible to avoid this model in the course of establishing modern manufacturing facilities. Also if you are capable of sorting out all production issues on paper through drawings then this study is not at all directed towards you. The modern production challenges in its various forms pose many targets than cannot be resolved on paper. Few of them are featured under for your reference.

When multiple processes utilize common elementsWhy product combinations drift repeatedlyWhen there is drastic fluctuation in the processing durationsWhen process flows don't matchWhen resources keep reversing during a process

Obviously this doesn't encapsulate all given scenarios. At the same time in ev ery situation the value stream cannot provide a viable observation of the process flow. Although there is another approach adopted regularly to dismantle and correctly define the complex course of any process. ProcessModel simulation software covers all that is required to unwrap the various aspects of how a process flows and gives a detailed understanding of their specific flows. You can actually see the progress of a process, understanding its drawbacks, deceleration and different types of scraps. One can fully control this simulated model amend it and see the difference in the performance of the process. ProcessModel is not an alternative but it evidently magnifies and amplifies the production possibility towards the optimum.

Sounds interesting? Click here to try ProcessModel for free and get a personal copy for assessment. Keep reading for further details and see how process simulation can actually add real value without hampering your existing cycle.

Common material for diversified processes:

This is a situation that most manufacturing, services and health care systems often face. Valuable resources are often obtained which are overlapped and used by different production lines and departments at the same time. An actual example could be the Boston Medical Center; here the Emergency, Inpatient and Outpatient collectively use the multi-million dollar CT scan facility. If you want to use VSM-Value Stream Mapping technique to assimilate system's activity, then which department would you most likely choose to develop an observation? Confusing as it may sound, observing one element without the reference of other is often misleading in its own. Due to this factor common resource utilization is often a challenge- to recover optimum capacity of the investment and the sole reason is the multi-dimensional form of each process line and its overlapping efficacy to the rest. Due to this juxtaposition the observations noted through VSM to solve complications are also often undependable and doesn't predict the actual process flow precisely.

Altering product configuration repeatedly:

When you view the service models closers particularly in the manufacturing of costly products-you will find that it is a common phenomenon to apply more than one category of product in a process simultaneously. You can also say that products of differing nature and timing, needs and processing in a production will correlate at specific times. Added to that the product configuration also very every coming day. Tracking the insides of the process is nearly out of question through VSM technique.

If we track the current process at one stage, once observed it will depict major difference at a later stage. A shift in the processing duration can create hick-ups at different stages. Usual VSM thus becomes invalid, as many parallel screen shots would be required to beam the system. Th e very next target emerges as to which screen shots would be pertinent for estimation.

Extensive variation in processing times:

Compared to manufacturing concerns, disparities in service and health care systems are even harder to measure, as the inputs are randomly remote. In a rather orthodox setting the fluctuations are regarded as the mean of all observations. Using the mean reading to seek finer insights are like using chainsaw to perform surgery-it's irrational to assume correct outcomes.

Extensively varying routing selection:

When one thinks of extensive variation in routing selections, it is hard to overlook manufacturing job shop. Majority of orders are bound to behave specifically in a standard setting. This extensive drift is almost identical to "no process" phenomenon. This assessment is very inaccurate. Every order gains a relevant process progression. It's immaterial to assume the entire picture on the basis of a general gathering. This discrepancy is not confined only to job shops. Health care facilities also experience similar gaps in the lab and emergency divisions. A number of service providing concerns experience this situation, for e.g. inbound call centers, insurance underwriting etc. Yet again you can see that VSM is not reliable to understand the bigger picture, as an isolated reference is not enough to depict the delicacies present in the finer areas of a system.

Reworking:

A lean technician will never conform to the notion of rework, as it will depict a faulty system since its very inception. In lean world scenario having to rework is about escalating cost, wasting time and energy or in short a complete disaster. It is like fundamentally challenging the lean process. More so the rework will further ingest time. In one of the similar settings with our clients, it ingested almost a year to optimize design that led to many loopholes, on ly then it was possible to induce changes into the products. During this completion the production unit needed to produce as well in a way whereby engineered amendments will collaborate in the system periodically. In majority of scenarios the glitches are managed over a period of time. The obstacles of reworking induce the load back to the existing processes. Deducing the trigger of this mandatory rework is specially demanding. In the case where the rework is minute VSM can then avoid the discrepancy and still be viable in context of the overall scenario. On the other hand if the advised rework is huge then the variation in the process stops VSM from correctly figure out the problem or determine the actual alterations done over the period of time.

In all the above readings you will find that lean methods cannot fully grasp the details of every discrepancy and thus spurs the scenario to uncontrollable limits. VSM may be figuratively definite in few settings but the actu al outcomes of altered processes are very hard to deduce particularly in the few situations mentioned above.

This is where ProcessModel adds value through simulations and software. It defines new paraphernalia to approach the loopholes in a system that cannot be rationally dealt with lean techniques.

Try ProcessModel software to get a fresh grasp of limitations in specific systems and processes. Click here and get your free copy for personal use (non expiry version). Feel the difference how you can actually manage change in a variety of processes.

To obtain your free evaluation copy of ProcessModel, one of the most powerful process improvement software in the market, visit ProcessModel evaluation request page.

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Is It Time to Change Course?

Is It Time to Change Course?

change management process change management plan

The recent tragedy aboard the Costa Concordia occurred nearly a century after what is arguably the most well-known shipwreck of all time - the ill-fated RMS Titanic. In both cases the ships were headed for disaster, and the Captains of both ships were unaware of the danger.

The coasts of Italy have been familiar to seafarers for well over 2000 years. It is remarkable that such extensively charted shorelines should claim a ship equipped with all the latest technology. We may go slightly easier on Captain Smith of the Titanic, given his lack of radar; but only slightly.

The captains of industry and government have a chequered record too. Numerous well-known commercial institutions have gone into receivership following the economic ills of recent years, and some well-known countries totter on the brink of bankruptcy. Very few economic commentators were crying "danger ahead" before the economic crash - but they could all read the signs after we hit the rocks!

< P>What lessons can we learn from these great maritime and economic disasters? They have much to teach us, and we all have much to learn. We are in greatest danger when we forget we have much to learn. But let me highlight 2 lessons.

First, we need our organizations, businesses, and our people to be responsive to the dynamic environment in which we operate. The risks we face may not loom up out of the darkness like Titanic's iceberg, but the economic and social environment in which we work and live is constantly changing and presenting fresh challenges. To meet the challenges of the future, we need our businesses and our people to be agile, responsive, and ready for change.

The second lesson we must learn is we need to keep our balance. We operate in an environment of competing values. It has been suggested that the leaders of the White Star Line wanted to show the world their new ship was fast as well as large. If that is true, the record shows they failed to rea ch the right balance between speed and safety. In business, as in life generally, there are so many things to keep in balance. If we're not careful, improvements in one area can lead to problems in another. The biggest difficulty may not be in knowing what to change, but in keeping all the variables in balance.

We navigate turbulent waters - some more so than others. We can't stop change from happening, but we can become better at handling it. There are things you can do; and developing the change readiness of your organization should certainly be on your agenda.

Steve Barlow PhD is a change management and organizational development consultant with a specialisation in change readiness. Drawing upon the change readiness resources within an organization offers the most direct and cost effective approach to organizational change. Steve is a Director of Redequip Pty Ltd.

For more information, visit our company website at http://www.redequip.com.au/, or email me today to see how we can save you time and money.

Steve Barlow
steve@redequip.com.au

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What You Need to Know to Make a Successful Self-Move

What You Need to Know to Make a Successful Self-Move

change management process change management plan

So, you have decided to manage your own upcoming relocation to another area and this is the first time you are doing it on your own, maybe even out of necessity. I just did it and here is my advice; pay attention to details because that simple discipline will say you money, time and frustration; also it could be fun.

But here is the background for my experiences in a self-move. For the first time in my career I have managed the office and personal effects relocation on my own; well, including the help of my wife. The prior six moves were managed by my employer's human resource department and they took care of all aspects of the move. As everyone knows, in corporate relocations there are some hassles, but everything is generally paid for and managed by the company. Even temporary housing, taxes, realtor expenses and new home set-up allowances, were included. If the home did not sell right away the company might buy your former home, even pay the old mortgage and arra nge financing on the new home.

This economy has forced me into being an entrepreneur. That means that such a person must conserve cash while maximizing opportunities. In my case, maximizing business opportunities required a relocation. Therefore, to conserve cash, I decided to move myself. Let me offer some specific options that I learned along the way, mostly from mistakes and recommendation from others.

Put together an outline/plan and proposed timeline to attack the daunting task of a move. It is important to visualize all the major and minor task that you will need to accomplish. Along with the list develop a timeline when the task need to be initiated and accomplished. Such tasks might be: initiate contacts and interviews of realtors, time frame of site visits to the new location, contact moving vendors, define supplies needed, etc.
Develop a proposed budget. Major budget categories are: real estate (current and new site), moving option costs, possible set- up cost at the new location and fixes that an inspector may find in your current home. It is important to always understand the maximum possible expense exposure.
Deal with realtors by asking the hard questions on both ends. Explore your choices of realtors by starting in your neighborhood. Spend some time looking at houses in your area that are for sale and ask a listing agent about the asking price. Basically, the seller needs to be realistic about the market. Then interview some agents and ask them to present to you: comps, their recent sales experiences, and most importantly, you want to see what they are willing to commit to as a marketing plan to sell your home. Most importantly remember, their planned commission is 6% but there is another 2% of fees you pay to get the sale closed. This is your money so make sure you negotiate wisely; even the realtor commissions.
Explore your choices relative to the actual event. Options for physically getting your belongings packed and moved range from renting a U-drive truck, to paying for a full service moving company. Over the last few years the portable containers have made quite a splash. The U-drive opportunity for a 1,000 mile trip can can be $1,500 for one truck. Most people who have a longer lifetime to accumulate 'stuff' cannot get their belongings on one truck and the physical demands of packing and loading is monumental. Full service moving company's expenses may be as much as $10,000 or more and is ultimately based on weight. The container, or pod option, was my choice and the move cost approximately $3,000 for 2- 16 foot long pods and included 30 days of storage while looking for a new home. I also hired the professional services of loaders. I had to do the packing but it was well worth the savings. As a perspective, our home had 2,700 square feet and 3 bedrooms and 44 years of accumulated belongings. The self-packing process took 3 weeks.

As the business adage explains--time is money and money is time. There are a lot of options of container companies to work with. Prices do differ, and a lot of services are dependent on zip code specific origination and destination. Take the time to estimate costs for each container company and know your limits when making the decision. One other consideration is knowing that you have time to find the right home and your belongings are not going to be handled multiple times--onto the moving van and off-loading into storage and then reloaded and off-loaded at the destination later. Plan, Plan, and then Plan some more. The rewards will be realized later when you look at the cash you have to put into the new venture in a new location.

Steven S. Lay has been in the travel and corporate meetings business for 30 years and is now focused exclusively on small luxury corporate gatherings in Wine Country. More information about his company, Symtrek Partners, is available at: http://www.symtrekpartners.com/

Mr. Lay has held "C" Level positions in large private and public companies. These companies, in addition to the travel corporate and leisure business, include the defense industry and e-commerce. Prior to launching Symtrek Partners, Mr. Lay was the Vice President of Exhibitor Sales for a major exposition company.

Symtrek Partners is a resource to any company contemplating a highly effective meeting, event or function for a small corporate group. Symtrek Partners is very interested in discussing ideas and options. To initiate a contact e-mail: stevelay@symtrekpartners.com or call 707-927-4205.

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RABSQA Requirements: Understanding the Process Auditing Approach

RABSQA Requirements: Understanding the Process Auditing Approach

Understanding the Process Auditing Approach

Organizations that organize their management systems according to how businesses process work as opposed to against standards are implementing the process management approach. Interest in this type of approach have been rising, particularly following the issuance of the ISO 9001 standard in December of the year 2000. Today, the international standard promotes the process approach, particularly for organizations seeking to develop, improve and implement an effective management system.

Traditional Auditing vs. Process Auditing

Internal audits are designed to obtain valuable information to be used in senior level management decisions. Traditional auditing approaches focused more on procedures, rather than the quality of those procedures. Often, costs were not examined. And, the results were o ften put aside, not used by management to drive decisions within their organizations.

A process auditing approach is designed to aid the organization in achieving their stated end results. The process auditing approach is designed to provide:

Critical data required for management decision making, particularly in the areas of technology, staff training and development, product launches and processes and overall growthA review of whether current organizational performance is on targetInformation regarding opportunities for performance improvement via better controlled processesIdeas and concepts for improving internal processes

While many of the same things are reviewed during the audit, the output and information collected requires a shift in focus, and a slightly different procedure. In addition to the on-site auditing, previous preparation is required on behalf of the auditor. The auditor must become familiar with the processes and procedures being assessed, so t heir audit can be customized.

Process Audit Preparation

While auditing processes within an organization, a series of basic questions should be addresses to ensure an accurate reporting outcome. Some of the most basic questions could include:

Are the processes appropriately identified and defined?Are the responsibilities and their respective owners defined?Has each process been implemented and is it being properly maintained?Are the processes achieving their desired end results?

Developing a list of questions for each upcoming audit will not only facilitate positive dialogue, but will ensure that the type of information needed to complete the audit is being collected.

Upcoming Article Series- Understanding the Process Audit Approach

In the upcoming series of articles, we will discuss basic questions to ask during each process segment, which includes:

Documentation RequirementsManagement CommitmentProvision of R esourcesPlanning of Product RealizationCustomer Related ProcessesDesign and DevelopmentProduction and Service ProvisionMonitoring and MeasurementImprovement

Issues arising during audits should be compared against 9100:2009 requirements. While the upcoming article series addresses key areas of this audit process, acceptable compliance isn't limited to these concepts alone. However, understanding what to look for and what to ask during each auditing stage will result in a more accurate assessment of the organization, and more valuable information for the business's key leaders.

Stay tuned for the second article in this series, Documentation Requirements.

Understanding how AS9100 Lead Auditor Training can benefit you and your company is paramount to success in today's global market. AS9100 Auditor Training can be effectively employed cost-effectively to give you and your business the edge. Visit our website to learn more, and thanks for reading.

change management - source: via web

What Everybody Needs to Know About Protecting Their Time

What Everybody Needs to Know About Protecting Their Time

change management process change management plan

With busy schedules and a variety of things to be done, it's hard to go on without organizing our schedules on our calendars. If we want to be productive, we have to take the time to fix our schedules for the week or at least days in advance. Then we have to religiously follow it so we don't waste any time. There are many ways on how we can organize our schedules. There are planners, organizers, smartphones, your Outlook calendar, and many more. Digital calendars like the ones on your smartphone or Outlook are gaining popularity because of syncing capabilities. It's easier to access schedules without the need to carry a planner.

When we schedule activities in our calendars, our tendency is to write down meetings and important activities for the week, only. We forget that we also have to do other tasks that need our full attention. What you can do is "block time" for your own activities. Even the simple ones if you need to. This is your way of protecting your time, a way to accomplish things that you need to do and have more control of your time. If you're using Outlook, it's easier to block your time because others can see that you can't be disturbed. Here are some of the advantages of protecting your time:

• Less invitations to last minute meetings - with fast-paced work environments, meetings are unpredictable. You do one, then two, the next thing you know you are stuck in more meetings. When you are finally done, you are piled up with more work and less time to finish it. If you already blocked your time, others will know that you are not available and you will avoid getting last-minute meeting invitations.

• Prevent others from stealing your time - the concept is similar with last-minute meetings. If people see that you're already busy with something else, they won't bother you. They'll let you work on the things that you need to do. You'll avoid being volunteered to help or show the new employee around, or help out with other tasks.

• Time to get things done - because you already protected your time and made others aware that you are going to be busy most of the day, you have more time to get things done. You become more productive and you don't waste time bumping off schedules for unexpected tasks and meetings.

Now that you have an idea of how protecting your time can help you become more productive and in control of your time, here are some good practices that you can start with.

• When blocking your time, include everything that you think will need some time to finish. Even the simple ones like running an errand. You can also include personal tasks so that you don't forget anything and avoid stressing yourself out later on.

• Make sure that you use just one calendar. This will make it easier for you to see and plan out your activities. You can separate priorities for work/life in your calendar. Sticking to one calendar will help you organize and protec t your time properly. This also guarantees that no activity is overlooked or goes overlapping.

• Show no mercy! Schedule as much as you can. Get into the habit of scheduling more than 50% of your time or more, in a day. This will keep you focused on the things that you need to do. Even if it includes the simple tasks and personal ones. At least you already get a clear idea of how you are going to spend your day. Making you more productive without wasting time on thinking about the next thing you are suppose to do.

Managing your time is important and protecting it will help you be more productive. With busy schedules, we tend to get things mixed up or sometimes forget about the things that we need to do. When we protect our time by putting down all our activities in a day or week, we are preventing others from taking our time and we are preventing ourselves from being distracted.

Protecting our time is important because it is too valuable to be wasted. Bef ore we realize that we've already wasted most of our day, it would be too late and the next thing you know you are already running late to your next appointment. Start your week by blocking your time. Make use of just one calendar and schedule everything you need to do for the week. Then work on your daily schedule and do your best to religiously follow it.

Maria Elena Duron, CEO (chief engagement officer), buzz2bucks | a word of mouth marketing firm, is skilled at making networks "work" and harnessing powerful online and offline buzz, she facilitates online visibility services and word of mouth coaching and workshops - taking companies and professionals from buzz-worthy to bucks-worthy, http://buzz2bucks.com/.

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Transformation Needs Continued Momentum - 3 Things You Can Do to Build It

Transformation Needs Continued Momentum - 3 Things You Can Do to Build It

change management process change management plan

"If you're coasting, you're either losing momentum or else you're heading downhill." ~ Joan Welsh

Once you decide to make a change you have bought into a vision of what it will be like in the future; you have identified the compelling reasons to make the change; you have set clear goals; and you likely even have a plan to make the changes you want. The challenge is keeping momentum, the energy and focus, to achieve your goals. And if you are changing a system or something within an organization then you also have to consider what they need to keep momentum as well.

What can you do to sustain momentum once the journey of transformation has begun? Here are three suggestions:

1. Celebrate Success - time and effort are the natural barriers to successful transformation. They can dampen the motivation needed to succeed. Everyone needs to see progress and know that his or her efforts are not wasted. No matter what the change, set small milestones and celebrate once you have reached them. Celebrate the unexpected successes as well.

2. Connect the dots - Remind yourself and your organization about why you started this journey in the first place. Keep your vision and your goals visible. Get clear on the pain or cost of not making the transformation and the pleasure or benefit of succeeding. Spend more time then you think is necessary to communicate to your organisation.

3. Issue resolution - It could take many, many months to achieve your vision and goals depending on how big the change is. There will be hurdles and roadblocks to overcome along the way. If not managed these can be momentum killers. Think about what could get in your way and how you could overcome the issue before you even start your journey - be prepared. For those issues that you couldn't possibly prepare for, have a process in place to resolve. You can do this by answering a few key questions - what will happen if you don't keep moving forward? What opt ions do you have to resolve this? What resources do you have available to help?

Momentum is necessary to achieve optimum results for any change. It helps to create the path of least resistance. It helps to reinforce all the reasons for making the change in the first place and enables employees to deal with any obstacles that occur along the way.

Therese Wales is Managing Director of Up to You http://www.up-to-you.com.au/ providing Leadership Coaching and Organizational Change Management Services.

Frustrated with the impact of poorly managed change? Get your FREE report - 3 Simple Things to inspire, engage and motivate anyone, anytime http://up-to-you.com.au/winning-hearts-and-minds and get a BONUS Newsletter subscription or Email admin@up-to-you.com.au for more information.

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AS9100 Auditing Standards: Managing Documentation Requirements

AS9100 Auditing Standards: Managing Documentation Requirements

change management process change management plan

Process Auditing Approach-Documentation Requirements

We will begin our discussion of how to perform successful process audits with documentation requirements. Audit documentation is an essential component to any internal or external audit. In simple terms, audit documentation refers to the record of the performed audit, relevant evidence obtained during the audit and conclusions drawn from the audit. While documentation independently isn't sufficient to determine the quality of an audit, it provides the groundwork necessary for a quality audit to result.

Audit Documentation serves a number of purposes, including:

Assistance to the team during the audit itselfProviding summaries for new audit team members, bringing individuals up to speed more efficientlyDemonstrating the audit team's accountability for the information gathered and sharedRecord keepingProviding a method of succession to future auditors and auditing teams

Some key considera tions within the realm of documentation requirements include the organization's Quality Manual, control of documents, and control of records.

Quality Manual

What should you look for with respect to the Quality Manual? Objective evidence examples can include the scope of the Quality Manual in relationship to the certification scope, any exclusions that are deemed justifiable and the Quality Manual including procedural references. In addition to the collected documents, consider asking about any processes described or mentioned in the Quality Manual. And, inquire as to whether the process interactions are described, and if so, in what specific manners.

Control of Documents

When examining control documents, consider looking for a clear outline of key employee responsibilities, particular in the areas of development, approval and distribution. In addition, examine the procedures, instructions, manufacturing/maintenance fi les, and purchasing contracts. And if the organization utilizes electronic formats for documentation validation, be sure to examine. As you examine each of these areas, consider inquiring into how external documents are controlled as well as into the organization's documentation retention requirements.

Control of Records

When considering the control of records, be sure to look for how records are identified and controlled, what retention times are being utilized, record storage responsibilities, accuracy of records and the record destruction processes being utilized. During the control of records portion of your audit, be sure to ask whether the organization utilizes paper or electronic methods, the specific lengths of time records are maintained, who documents record retention, how records are communicated with suppliers and for specific examples of how records are retrieved.

Preparing what to ask and what to look for when auditing an orga nization's documentation requirements, will enable you to work more efficiently and accurately during your physical audits. These tips and more are often covered in AS9100 lead auditor training, something worth investing in to improve your audit's overall accuracy.

Understanding how AS9100 Lead Auditor Training can benefit you and your company is paramount to success in today's global market. AS9100 Auditor Training can be effectively employed cost-effectively to give you and your business the edge. Visit our website to learn more, and thanks for reading.

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Are Your Employees Wellness Program Visitors?

Are Your Employees Wellness Program Visitors?

"Engagement is not an attitude; it is the degree to which an individual is attentive and absorbed in the performance of their roles (Saks, 2006)."

Twenty-one years ago I unexpectedly found myself in the world of the Neonatal Intensive Care Unit (NICU) when my son was born 4-months premature; weighing one-pound ten-ounces. I had no idea that such a place existed. The terrifying and ominous environment only added to my feelings of disengagement and inadequacy as a mother. Once the initial shock diminished, however, I was eager to parent my child; no matter the environment. But much to my surprise I received little support in my engagement pursuit. After several wary attempts in asking for clarification on medical terminology I was frustrated. The NICU staff was unable to answer my questions in laymen terms and ultimately labeled me as a difficult parent because I wouldn't stop asking and yes, even demanding answers that I could understand.

In the early 90's the NICU had many rules, regulations and policies that inadvertently discouraged parent-infant bonding and engagement. We were treated as visitors, not parents. There were visiting hours with a limit on the number of visitors; all visitors had to leave when the doctors made their rounds even if it was during the approved visiting hours; there was little privacy since all of the Issolets were gathered in one large brightly lit area; and, you couldn't touch your baby and no one would dare ask.... unless you were like me and labeled a difficult parent. (Later this week, I'll be discussing difficult people and how to deal with us.)

As parents we had no ascribed role within the NICU of which we could identify. Other than written directives such as a "DNR: Do Not Resuscitate," parents were not a part of the process or included in the discussions of how care would be provided. Now understand that parents were not asking or even assuming to want a role as a part of the medical team but rather a partnership in which our position (role) as parents were recognized, respected and valued.

Parents have autonomy to make decisions about the welfare of their children. And adults have autonomy on the decisions regarding their bodies, minds and well-being. Recently, I became acutely aware of several barriers inadvertently created by wellness programs in which employees appeared to be simply "visitors." Much like the NICU parents in the 90's, I see employees who are not engaged but rather enraged by their lack of inclusion in the decisions of how wellness is being provided, promoted and regarded. These employees are unaware of their role and are therefore disengaged. This appears to support evidence that an employee's degree of engagement depends on the role in question (Rothbard, 2001) and how the company provides economic and socioemotional resources. Therefore, these employees are mo st likely disengaged from not only the wellness program but in their work roles as well.

One way to over-come the "visitor" position is to include all employees in pre-program surveys and focus groups. This affords them the opportunity to share their opinions which ultimately suggest that what they have to say is meaningful to the company. It's equally important to then share the results of all surveys and allow additional input and ideally other opportunities to have an active role in the planning and implementation process as well as program evaluations (outcomes).

References:

Rothbard, N.P. (2001), "Enriching or depleting? The dynamics of engagement in work and family roles", Administrative Science Quarterly, Vol. 46, pp. 655-684.

Sak, A.M. (2006), Antecedents and consequences of employee engagement", Journal of Managerial Psychology, Vol. 21, pp. 600-619.

Denise Campbell is a Ph.D.(c),MSPH, CHES and a health and wellness behavioral strategist working with corporations, small businesses and wellness practitioners.

Denise also creates wellness programs that help people break through the invisible forces of beliefs, behaviors and biology to lose weight and enjoy life without struggling or suffering. For more helpful tips on how to use your biology to lose weight check out http://www.theinvisible-diet.com/

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What Is Organizational Transformation and Should You Transform?

What Is Organizational Transformation and Should You Transform?

change management process change management plan

In a world of increasing customer expectations and decreasing resources, many organizations are finding ways to do more with less by consolidating and integrating departments, functions, business processes, IT infrastructure, and entire organizations. But 75 years of research on organizations has shown that over 85% of all organizational performance problems are in the structures, systems, and culture in which people work - put good people in bad systems you get poor performance. So trying to address changes in the business environment by reorganizing, changing leadership, consolidating and integrating IT infrastructure and business processes, downsizing, or implementing new management and cost-cutting programs creates change, but when done without an understanding of the overall "system" within which managers and staff members work, this strategy tends to solve one problem and unintentionally create others. What today's top managers need to address the frenetic pace of change in the business environment is a well-defined approach to organizational transformation

As defined in the business literature, organizational transformation refers to deep, fundamental, often radical, changes in an organization's mission, strategy, structures, systems, and culture, rather than incremental change and improvement. Organizational transformation initiatives are often used to respond to the forces and demands of the business environment that require a company to change how it does business to survive in their industry. For the last 25 years, organizational transformation has been referred to by a number of different names; e.g., business process reengineering, downsizing, rightsizing, and more recently organizational culture change. But the overall purpose and fundamental goals of all these approaches have been similar; e.g., to make deep fundamental changes in how an organization structures, organizes, and uses its human, material, and financial resources to act on (and react to) changing forces and demands in the business environment.

Organizational transformation has both a change and transition element. The change required to align an organization's structures, systems, and resources around a new mission and strategy that increases the value delivered to customers is situational and tends to happen quickly. In other words, functional "silos" are consolidated with new leadership, reconfigured org charts, and directed to hit bigger targets with fewer human, financial, and material resources. The transition element of organizational transformation is a protracted cultural and psychological process that managers and staff members go through to let go of the old organizational reality and identity that they had before the change took place and learn new ways-of-working. Managers and staff members must learn to take ownership in (and come to terms with) their new role in the reconfigured orga nization. The most important lesson to be learned from hundreds of documented transformation initiatives is the necessity to manage both change and transition throughout the entire organizational transformation process.

So what criteria should leaders and managers use to decide whether or not to begin an organizational transformation process? Deep organizational change almost always requires a burning platform and there are two kinds: reactive and proactive. The reactive kind is when managers wait until the situation has gone critical then respond reactively by reorganizing, changing leadership, downsizing, consolidating functions and systems, or implementing aggressive cost cutting programs without understanding the "end-effects" of these decisions. Most managers don't directly experience the long-term consequences of their decisions because they have a system-wide effect that spans multiple departments and may impact an organization's day-to-day operat ions (positively or negatively) for years to come. The inability of most people to directly experience the long-term systemic consequences of their decisions is the primary reason why most people don't learn from experience, especially when the consequences of a decision are removed from the cause by more than 1-2 years. Reactive change does not lead to organizational transformation.

The proactive kind of burning platform is when managers realize that while the forces and demands of the business environment may not be critical right now, they will become critical if a sense of urgency is not developed about transforming how the organization does business. Proactive managers define a new direction, set the platform on fire, and reconfigure the organization through: a) change that realigns the structures, systems, and resources around a new mission and strategy that increases the value delivered to customers, and by managing b) the transition associat ed with the cultural and psychological process that people go through to learn new ways-of-working, let go of the old organizational reality and identity, and to gain ownership in their new role in the reconfigured organization.

Bottom Line: Leaders and managers must develop a compelling, credible, and easy-to-understand business case that describes what transformation would actually accomplish, what would be gained, and what transformation would actually achieve in terms of the return on investment of time and resources needed to see the process through. The business case and vision for transformation must inspire managers and key personnel to enlist and actively support the transformation initiative with their hearts and minds. The business case and vision should also answer questions like, "Why are we doing this rather than maintaining the status quo or other alternatives? What will be gained for me and the organization long-term and will it be worth the time, energy, disruption, and organizational 'pain' that we'll have to endure to get there? What new challenges are we meeting, and why is it important to meet them now?" In the absence of a compelling, credible, and easy-to-understand response to these kinds of questions, an organization should not undertake a transformation process.

Mark Bodnarczuk is the Executive Director of the Breckenridge Institute®, a management consulting firm that focuses on organizational transformation, based in Boulder, Colorado. He is an author, researcher, consultant, teacher, and facilitator with more than twenty years of experience working with companies in the area of high-tech, basic and applied research, pharmaceuticals, health care, retail as well as government and non-profit organizations. Mark is the author of a number of books, including Making Invisible Bureaucracy Visible: A Guide to Assessing and Changing Organizational Culture; The Breckenridge Enneagra m: A Guide to Personal and Professional Growth; and Diving In: Discovering Who You Are In the Second Half of Life.

Mark can be contacted at:

Breckenridge Institute
PO Box 7950
Boulder, Colorado 80306-7950
http://breckenridgeinstitute.com/

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