Ho
w t
o b
e a
Be
tte
r
Pe
rfo
rme
r ?
A M
od
ern
da
y
Lea
de
r
There are many
instances where
organizations failed due
to cultural changes. This
often happens as
management is in
control of the power of
control of the power of
change. There may be
many terrorists and
dinosaurs within who
fear change and put in
sophisticated blocks to
stop the culture change
to happen. But they all
expect good leadership
from the top.
2w
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ee
d.o
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Ge
mb
aK
AIZ
EN
Organisations should
encourage their people
from
bringing their brains
to work. Since, people do
extraordinary things at
home, like running
home, like running
amateur football team
s,
part-time business. Job
descriptions are a great
stopper. Give your
people the opportunity to
bring their brains to work
and their hearts will
follow.
3w
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ee
d.o
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Ne
ed
on
ly
pro
cess
ow
ne
rs
Team
s s
ho
uld
be
mu
lti-
skil
led
. G
et
peo
ple
to
do
th
e
thin
gs t
hey l
ike t
o
do
in
th
e t
eam
fo
r
the g
reate
r g
oo
d o
f th
e g
reate
r g
oo
d o
f
the t
eam
. Teach
them
ab
ou
t co
sti
ng
-it
on
ly t
akes o
ne
ho
ur
to t
rain
th
em
in t
his
skil
l. G
et
them
to
set
their
ow
n b
ud
gets
an
d
targ
ets
.4
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Pa
reto
Pri
nci
ple
wo
rks
All o
rga
nis
ati
on
s c
on
sis
t o
f 2
0%
of
pe
op
le w
ho
are
'd
oe
rs', 6
0%
of
pe
op
le w
ho
a
re 'w
atc
he
rs' a
nd
20
% o
f p
eo
ple
wh
o a
re d
ino
sa
urs
.
Mo
ve
th
e 6
0%
wh
o a
re
wa
tch
ers
to
be
lik
e t
he
20
%
wa
tch
ers
to
be
lik
e t
he
20
%
of
do
ers
.
‘Yo
u w
ill h
ave
80
% o
f th
e
pe
op
le t
ryin
g t
o im
pro
ve
th
e p
erf
orm
an
ce
of
the
o
rga
nis
ati
on
.’
Th
e d
ino
sa
urs
will
dis
ap
pe
ar
be
ca
us
e t
he
y
will n
ot
em
bra
ce
ch
an
ge
.
5w
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.ma
n2
succ
ee
d.o
rg
Ma
tch
su
pp
ly w
ith
de
ma
nd
–P
ull
Pri
nci
ple
Wh
y c
om
e t
o w
ork
in
a f
ixe
d w
ork
ing
we
ek
wh
en
yo
ur
wo
rklo
ad
an
d f
low
is
like
a s
erp
en
t m
ovin
g u
p a
nd
do
wn
? L
oo
k t
o c
ha
ng
e t
o
an
an
nu
ali
sed
ho
urs
co
ntr
act
of
em
plo
ym
en
t.6
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Six
Th
ink
ing
Ha
ts
All employees must
be multi-skilled. New
entrants may arrive
with one core skill
but with training and
the right motivation
the right motivation
their skill base
should be increased
to the right number.
This enable them to
perform as a team to
meet the goals.
Yes, six brains are
better than.
7w
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.ma
n2
succ
ee
d.o
rg
Gro
w M
en
tors
Te
am
le
ad
ers
are
th
e
mo
st
imp
ort
an
t p
eo
ple
in a
fla
t o
rga
nis
ati
on
.
Th
e f
irs
t q
ua
lity
th
ey
ne
ed
is
th
ey m
us
t b
e a
lea
de
r.
Le
ad
ers
wit
h v
ari
ed
L
ea
de
rs w
ith
va
rie
d
ba
ck
gro
un
ds
mu
st
be
co
ac
he
s &
fa
cilit
ato
rs
to d
eve
lop
th
eir
te
am
s
to t
ak
e o
n m
ore
res
po
ns
ibilit
y t
o
ac
hie
ve
th
e c
om
pa
ny's
aim
s.
8w
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n2
succ
ee
d.o
rg
Wo
rk w
ith
ess
en
tia
ls a
nd
no
t
wit
h e
xo
tics
To carry out any
activity you require
all that are dealt with
in the previous
slides. But you can
not find a balanced
not find a balanced
system. This
creates overtime
and the loss of many
small pockets of
time. Look at
annualised hours to
solve this problem.
9w
ww
.ma
n2
succ
ee
d.o
rg
Let
pe
op
le w
atc
h
the
ir c
are
er
gro
wth
curv
e a
nd
no
t th
e F
AT
sala
ry g
row
th
Get rid of the job
descriptions and
titles. They get in
the way. Put
the way. Put
everybody on a
salary and go for
self regulated
annualized
performance
targets.
10
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Be
a
con
sult
ati
ve
lea
de
r
You
wil
l, a
s a
lea
de
r, h
ave
to
be
au
tocr
ati
c a
t ti
me
s
to g
et
thin
gs
do
ne
. to
ge
t th
ing
s d
on
e.
Th
en
yo
u m
ust
be
de
mo
cra
tic
to g
et
pe
op
le t
o o
wn
th
e
de
cisi
on
s.
11
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Pe
rfo
rma
nce
ba
sed
hie
rarc
hy
Salaries should
reflect the
contribution each
person makes to the
success of the
organisation. Let
organisation. Let
people set their own
salaries against an
agreed target.
Remember salaries
are just a cost to the
organisation like
heating, lighting and
materials.
12
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All
are
imp
ort
an
t
Ma
ke s
ure
eve
ryb
od
y f
ee
ls
eq
ua
lly v
alu
ed
by
the
org
an
isa
tio
n.
Th
e r
ole
of
a
Th
e r
ole
of
a
‘Ch
ap
rasi
’ t
o t
he
role
of
a
‘Ch
air
ma
n’
are
imp
ort
an
t in
an
y
org
an
iza
tio
na
l
pe
rsp
ect
ive
.
13
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Se
lf-m
an
ag
ed
Wo
rk T
ea
ms
–
Re
all
y g
oo
d
Empower but support
your team
s. Let them
look after custom
ers
directly.
Give them
the tools and
the training so that they
the training so that they
can give outstanding
custom
er service.
They are quite capable
of producing things and
making many of the
perceived managem
ent
decisions.
14
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Alw
ay
s Lo
ok
fo
r
va
lue
ad
dit
ion
Ch
an
ge
th
e
focu
s to
ge
ttin
g
the
wo
rk d
on
e
an
d t
he
n g
o
ho
me
. D
on
't s
tay
an
d t
he
n g
o
ho
me
. D
on
't s
tay
at
wo
rk if
yo
u
can
't a
dd
va
lue
an
d d
o a
fu
ll
qu
ali
ty h
ou
r.
15
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Pla
n f
or
the
un
ex
pe
cte
d
Pla
n f
or
the
un
ex
pe
cte
d
So
me
tim
es
thin
gs
ma
y g
o w
ron
g s
o
yo
u m
ay h
ave
to
sta
y l
ate
.
If t
ea
ms
are
re
all
y
If t
ea
ms
are
re
all
y
in c
on
tro
l th
is w
ill
rare
ly h
ap
pe
n.
Yes
the
te
am
wil
l ta
ke
care
an
d t
he
bo
ss
ne
ed
no
t w
orr
y
ab
ou
t.
16
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Ma
tch
Cu
sto
me
r
Sp
eci
fica
tio
n w
ith
Pro
cess
Ca
pa
bil
ity
Fo
llo
w t
he
flo
w o
f Fo
llo
w t
he
flo
w o
f
yo
ur
cust
om
ers
' yo
ur
cust
om
ers
'
de
ma
nd
s o
n y
ou
r d
em
an
ds
on
yo
ur
cap
aci
ty.
cap
aci
ty.
On
ly c
om
e t
o w
ork
O
nly
co
me
to
wo
rk
wh
en
yo
u n
ee
d t
o.
wh
en
yo
u n
ee
d t
o.
Th
ink
of
Lea
n
Th
ink
of
Lea
n
con
cep
ts.
con
cep
ts.
17
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Ne
ed
fu
nct
ion
al
syst
em
Eve
ryb
od
y i
n
the
org
an
isa
tio
n
wa
nts
to
do
a
go
od
jo
b a
t g
oo
d j
ob
at
wo
rk.
It's
th
e n
on
-
fun
ctio
na
l
syst
em
th
at
sto
ps
the
m.
18
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Bu
ild
cro
ssB
uil
d c
ross
--
fun
ctio
na
l Te
am
sfu
nct
ion
al
Tea
ms
Alw
ay
s fo
rm u
p
tea
ms
wit
h p
eo
ple
fro
m d
iffe
ren
t
de
pa
rtm
en
ts,
skil
ls
an
d b
ack
gro
un
ds.
Giv
e t
he
m a
com
mo
n f
ocu
s a
nd
the
y w
ill
sta
rt
talk
ing
to
ea
ch
oth
er.
19
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A T
ea
m a
lwa
ys
win
s
To m
ake
te
am
s
wo
rk t
og
eth
er
the
y n
ee
d s
ho
rt
an
d l
on
g t
erm
go
als
wh
ich
th
ey
an
d l
on
g t
erm
go
als
wh
ich
th
ey
ow
n.
Be
ing
in
co
ntr
ol
is a
gre
ate
r
mo
tiva
tor
tha
n
mo
ne
y.2
0w
ww
.ma
n2
succ
ee
d.o
rg
Be
tte
r C
ust
om
er
Inte
ract
ion
Eve
ry e
mp
loye
e
sho
uld
pre
fer
to
kn
ow
th
e V
OC
an
d
wo
rk t
ow
ard
s
ach
ievin
g c
ust
om
er
ach
ievin
g c
ust
om
er
de
lig
ht
as
the
dyn
am
ics
of
con
sum
er
glo
ba
l
cust
om
er
po
we
r is
imp
ort
an
t th
an
th
e
firm
’s h
iera
rch
y.
21
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Bo
tto
m o
f th
e
py
ram
id
Turn
th
e p
yra
mid
up
sid
e d
ow
n.
Cu
sto
me
rs a
t th
e t
op
.
Ge
t yo
ur
tea
ms
to
loo
k d
ire
ctly
aft
er
loo
k d
ire
ctly
aft
er
cust
om
ers
, if
no
t
exte
rna
l, in
tern
al.
Ma
na
ge
me
nt'
s ro
le is
to s
up
po
rt t
he
te
am
s
in a
chie
vin
g t
he
ir
go
als
.
22
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Wh
ate
ve
r y
ou
fe
el
ab
ou
t th
is p
rese
nta
tio
n,
Wh
ate
ve
r y
ou
fe
el
ab
ou
t th
is p
rese
nta
tio
n,
ple
ase
ma
ke
a m
en
tio
n a
bo
ut
the
sa
me
at
drr
mm
2s@
gm
ail
.co
m
wit
h t
he
su
bje
ct l
ine
Bu
sin
ess
Pe
rfo
rma
nce
pre
sen
tati
on
ww
w.m
an
2su
cce
ed
.org
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