1. What is our mission?
- What are our opportunities?
- What is our competence?
- What is our commitment?
A Mission cannot be impersonal; it has to have deep meaning, be something you believe in – something you know is right. A fundamental responsibility of leadership is to make sure that everybody knows the mission, understands it, and lives it. Peter F. Drucker
A mission statement should fit on a T-Shirt. It says why you do what you do, not the means by which you do it. To have an effective mission, you have to work out an exacting match of your opportunities, competence, and commitment. The ultimate test is not the beauty of your mission statement – it is your performance! If a great opportunity does not fit your mission, than the answer must be “Thank you, but no.”
- What are our challenges?
- Does the mission need to be re-defined?
The mission answers the questions:
- What is our purpose?
- Why do we do what we do?
- What, in the end, do we want to be remembered for?
2. Who is our customer?
- Who is our primary customer?
- Who is our supporting customer?
- How will our customers change?
Who must be satisfied for the organization to achieve results? Identifying your primary customer puts your priorities in order and gives you a reference point for critical decisions on the organization’s values. Knowing who is your customer provides the basis for determining what customers value, defining your results and developing the plan.
“Only customers can guarantee your job” Jack Welch
“The best companies don’t create customers. They create fans.” Peter F. Drucker
It is less important to report better profits than to check on whether you improved your share of the customer’s heart and mind this year. The old thinking was that customers would hear about us and, we hope, choose our products. The new thinking is that we, the company, choose our customers.
We must master our knowledge of who the target customers are , who and what influences them, and how to create highly satisfying customer experiences. Recognize that today’s customers are increasingly buying on value, not on relationship. Your success ultimately depends on what you contribute to the success of your customers.
3. What does the customer value?
- What do we believe our primary and supporting customers value?
- What knowledge do we need to gain from our customers?
- What will I participate in gaining this knowledge?
Leadership should not even try to guess at the answers, but should always go to the customers in a systematic quest for those answers.
- What does the primary customer value?
- What do supporting customers value?
Listen to customers, accept what they value as objective fact, and make sure that customer’s voice is part of your discussions and decisions.
“Everything exemplary leaders do is about creating value for their customers.”Jim Kouzes
Customers value an organization that seeks their feedback and that is capable of solving their problems and meeting their needs. Customers value a leader and a team who have the ability to listen and the courage to challenge the “business-as-usual” environment, all in service of the yearning of the customer.
4. What are our results?
- How do we define results?
- Are we successful?
- How should we define results?
- What must we strengthen or abandon?
Look at short-term accomplishments and long-term change.
“Each organization must identify its customers, learn what they value, develop meaningful measures, and honestly judge whether, in fact, lives are being changed.” Peter F. Drucker
- What have we achieved that contributed to changed lives?
- Where do we focus now for results tomorrow?
- What must be strengthened or abandoned?
You must match your mission, your concentration, and your results. Like the New Testament parable of the talents, your job is to invest your resources where the returns are manifold, where you can have success.
The mission defines the scope of your responsibility. Leadership is accountable to determine what must be appraised and judged, to protect the organization form squandering resources, and to ensure meaningful results.
“Results are the key to our survival” Peter F. Drucker
5. What is our Plan?
- Should the mission be changed?
- What are our goals?
The plan encompasses mission, vision, goals, objectives, action steps, a budget, and appraisal.
To further the mission, there must be action today and specific aims for tomorrow. Yet planning is not masterminding the future. Any attempt to do so is foolish; the future is unpredictable. In fact face of uncertainties, planning defines the particular place you want to be and how you intend to get there. Goals are few, overarching, and approved by the board.
Goals flow from mission, aim the organization in the direction it must go, build on strength, address opportunity, and taken together, outline your desired future (vision).
“One prays for miracles but works for results” St. Augustine
Your plan leads you to work for results. It converts intentions into action
CONSULTING VALUES ARE PRICELESS
The Top Most Best Mind Set of Consulting Customers
The Right People
What do you need to look for if you want the right people in key positions? Here is a list of things you need to look for in a person.
1. People need do have your DNA
DNA is the way you think, live and understand the world around you. You need to make sure, that the people you work with have a very similar DNA in order to make fast forward progress. Worldview and values are very important in order to evaluate the common DNA. The right people have the DNA before you put them in positions. Don’t hope for them to get it later! DNA is given and is hard to change.
How do you do it?
Define your values and describe your lifestyle – what is important and what is not. Have the person do the same and than talk about the differences.
2. They don’t need to be tightly managed
If you need to manage someone tightly you have placed the wrong person in position. The right person, does not need to motivated to do the job. They are self-motivated and self-disciplined to be the best they can because it’s a part of their DNA.
How do you do it?
Give key people a task and watch how they do it.
Effective leadership is putting first things first. Effective management is discipline, carrying it out. Stephen Covey
3. The right people have responsibility & commitment
The right people don’t have “Jobs” they have Responsibilities. They feel it’s their life. It’s not a question of hours and to do lists. It’s an attitude. What ever they promise, they will do everything to deliver. They are also very conscious about what the promise, because they want to deliver with quality.
How do you do it?
Listen if they complain or present solutions. Watch how they deliver their work. Discover on what grounds they say “yes” or “no”.
A total commitment is paramount to reaching the ultimate in performance. Tom Flores
4. The right people are passionate
The right people will be passionate about the vision, mission and the organization they work for. They are not in it for themselves. Nothing great happens without passion, and the right people display remarkable intensity.
How do you do it?
See if they are doing the work not only with their skills, but with their emotions. Emotions displays real passion.
Passion is energy. Feel the power that comes from focusing on what excites you.Oprah Winfrey
5. The right people display maturity
When things go well, they give credit to factors other than themselves; they shine a light on other people who contribute to the success and take little credit themselves. Yet when things go wrong, they do not blame circumstances or other people for setbacks and failures; the point in the mirror and say, “I’m responsible”.
How do you do it?
Ask them about their past successes and failures and listen how they describe them.
Maturity implies otherness… The art of living is the art of living with. Julius Gordon
Reasons for Consulting
There are reasons for Consulting. Uncountable Reasons. We can Explore .Before We Explore the Consulting Possibilities, We have to understand you Better. It is no Obligation DiscussionCould you please share your TOP Ten Goods Things About You or Your Business or Your Enterprise?
Could you please share your TOP Ten Pain Things About You or Your Business or Your Enterprise?
