strategy | BlogZynergy

It is actually your job.

But you hardly get it:
• Set out the main lines.
• Anticipate the future.
• Brainstorming, sparring, coaching, leadership.
Unfortunately.
It is simply too busy.
...
And not so crazy, too.
Once you have team members, the questions come.
And before you know it, you help your customers, your colleagues, team members - you actually help everyone!
And so you run for the rest of your life here on earth, from one fire to the next.
You are being lived. I can already see you laughing because you can find yourself in this.
...
Not only during working time, by the way.
They always know where to find you.
- Bad for your mood.
- Bad for your energy.
And so bad for the business.
Can't it be otherwise?
Fortunately.
Try to jump out of the hamster wheel for yourself, just like others who have preceded you in professional leadership.
And now it's your turn!
Are you going to try to focus on daily reality and how you can maintain a certain pattern.
So that you are going to make big hits.
And once again you experience satisfaction from all your hard work.
I don't work in the evening.
Not on the weekend either.
And I start planning a ridiculously many holiday weeks every year.
...
Once it was very different.
When I just started working, I was doing as much work as possible.
And if, like me, you like variety, then your agenda and to do list are packed in no time.
Until I noticed that I hardly spent any time on my real work.
Think that and stuff.
That is where I actually add the most value.
...
From that moment on I started to study productivity.
In fact: I have started to delve more into how working could be done differently
And now I spend the majority of my working time thinking, writing, coaching and coming up with nice new things etc.
...
"I never succeed," you think.
"Because with me the phone rings all day."
And you have to meet.
And write reports.
And adapt to everything that your customers / colleagues and organization ask of you.
Look.
… Go on a journey of discovery
You discover exactly:
• why you are so busy
• how you still make time available for strategy and innovation
• how you set priorities
• and then your goals really hail
• how you maintain that focus
...
Eventually you will come to a complete master plan.
Feasible steps and concrete techniques.
There is enough to get to work with much more pleasure and to grow old healthily.
Let me know what you still do and will do to make your work more enjoyable.

ELEMENTS O F A G R E A T S T R A T E G Y FOR ANYONE

I have been giving the theme of business procedure a lot of thought recently and needed to share a couple of key thoughts that have ascended to the best. Likely you definitely know these things, yet I thought putting them down in one succinct note may be of esteem.

Toward the day’s end, it is basic to remember that all procedure and vital arranging depends on… speculating. There is no real way to know the future, yet key arranging still assumes an imperative part fit as a fiddle the future and settle on the kind of choices that will enable you to move towards your coveted results. It’s a figure about the future, yet it’s a figure that causes you make what’s to come.

FOLLOW THE LISTING …

Objective Is the objective clearly defined, and is it based on a realistic view of the marketplace?

Knowledge Is the strategy based on superior knowledge of your customer, marketplace, and competition and a realistic assessment of your own capabilities?

Initiative Does the strategy enable you to set the pace in the field and jump ahead of the competition?

Mass Are you focusing your efforts in those areas that provide the greatest opportunity?

Economy Are resources being economically and prudently deployed?

Flexibility Does the strategy enable you to shift resources easily if required?

Will the organization be able to react quickly to rapidly changing circumstances?

Unity of Leadership Is everyone working in unison to achieve a common goal?

If you ask fifteen people where the organization is heading, will you receive fifteen different responses?

Security Are plans being kept secret? Is it clear which information has to be kept secure?

Surprise Will you strike the competition when and where it’s least prepared?

Do you have enough speed and competitive intelligence to prevent competitors from following your lead?

Simplicity Is the strategy as simple as it can be?

Have you reduced any potential for misunderstanding?

Speed Can you mobilize “forces” at will?

Do bureaucracy, consensus management, undefined responsibility, and political infighting reduce your ability to move quickly?

Communication Has the strategy been made available to those who need to know?

Have individual responsibility and accountability been assigned?

Commitment Does everyone feel a part of the initiative and passionate about achieving its goals? Or do just a few people “own” the initiative?

Hopefully you as a reader, planner, strategist etc. have something to take away from this article.

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HOW TO PLAN AND DEVELOP AN INCREDIBLE EFFECTIVE TRAINING STRATEGY

When you do take on a training effort, you’ll want to be sure you’re spending your money wisely. It’s therefore best to create an overall training strategy to steer your plans for staff development.

Here are some guidelines to help make your training efforts successful:

ANALYZE YOUR NEEDS

Take the time to carefully analyze your needs when designing your training plan. This will help you choose the right type of training for your requirements.

IDENTIFY SKILL GAPS

You can do this by looking at a written job description (make sure you have one!) and comparing the skills the position requires with your employees’ current abilities. Understanding where there may be gaps will help you identify the types of training you need.

PRIORITIZE

Assign the training you’d like to provide into categories. Is it mandatory, or nice-to-have? If it’s absolutely required, a training effort becomes imperative. If it reflects an ideal situation that isn’t immediately feasible, you’ll know to plan for it in the longer term.

PLAN AND DELIVER THE TRAINING

Once you have assessed and prioritized the need for training, the next step is to secure what type of training you will use and how you will offer it. There are several factors to consider:

Types of training available

Internal resources: Ask yourself what resources you have in-house. Seasoned employees may be perfect to take on coaching or mentoring roles. Inexpensive to provide, these are among the most effective types of training
External resources: Formal seminars, conferences, private trainers and videos are all good methods for learning. These tools are more expensive, but are professionally developed and often yield good results

Delivery options

One-on-one vs. group sessions, e-learning vs. in-person instruction, on-site or off-site? These questions will be answered by a blend of factors: what’s available, what best suits your needs, and what you can afford.

Your budget

It’s important to balance your need to save with the long-term benefit of developing staff. Try to determine the best type of training available for the amount you have to spend.

DON’T FORGET TO SECURE MANAGEMENT AND STAFF COMMITMENT

Before you can execute a training program, you need to have agreement from the senior person in your company that training is a priority. This person will need to support the plan fully and agree to milestones, costs, dates and deliverables.

Employee commitment is also required. Talk to your staff about the goals for the training and why it’s important to the business that they undertake the learning effort. Most often, employees will respond favourably to your investment in their development. Today’s employees look beyond their paycheques; they value and embrace opportunities to learn new skills.

ANALYZE TRAINING EFFORTS AND THEIR IMPACT

Training can be costly, so you will want to assess its impact. However, sometimes its effect cannot be translated simply into bottom line dollars and cents.

Ideally, you might track variables before and after training to verify improvements after development efforts. If the training was on customer service, the end result may be fewer customer complaints and/or an increase in sales. Training on a new computer system may net fewer errors or quicker processing. You may need to review why you sought training to begin with and whether your concerns have been remedied.

THINK LONG-TERM

Changes may not occur overnight, so it’s important to be patient. Training is a long-term investment, and often the benefits are not immediately obvious. However, your efforts in developing your people will help you in many ways. Staff will be more knowledgeable, they’ll be more likely to stick around, and your commitment to training will help you earn a reputation as an employer of choice