Now that makes it easy, doesn’t it? Someone has put together a list of the 20 best KPIs for your business. Saves you the time of trying to figure it out for yourself, yes? But does it really save time in monitoring performance?
When we have the need for KPIs, most of us rush out looking for a magical list of KPIs designed just for our business or industry or function. There are many places to find such lists:
- Bernard Marr’s 75 KPIs every manager needs to know
- Intrafocus’ recent report on the Top 20 KPIs
- KPI Institute’s top KPI series, each of the top 25 KPIs in a specific function or industry
But buyer beware. We’re at risk of wasting much more time in monitoring performance by adopting someone else’s ideas of what we should or could measure:
- Wasting time trying to figure out how to quantify or implement the KPIs.
- Wasting time collecting data and analysing and reporting KPIs that no-one finds useful or relevant to our strategy.
- Wasting time trying to sell the KPIs to everyone else, to get their buy-in, which won’t happen because they weren’t part of
When a mere executive turns into a manager of a particular company, he feels like he has achieved more than enough in his life. Usually, people have a common perception towards managers – they don’t work. According to most of the junior level employees, their managers are blood-sucking parasites and their only task is to drown them in more and more work, including the work that they have to finish on their own.
To be honest – this is untrue. Even the managers work hard; in fact, it is their hard and smart work that allows them to reach the position that they wish to. After all, no one can get promoted, if he doesn’t work on a particular position.
Also, the low level employees feel that the managers do not go through any sort of trainings. This is also not true; almost all the companies make sure that their managers also go through different types of trainings.
Wondering why the managers need training? Here’s a list that would tell you:
• They are also employees: Even if the mid-level employees are smart enough to assign tasks
Initially, it is necessary to develop a trading plan.
The trading plan provides a clear recommendation to enter into a position. Specifies the level, or after the reaction to the level. It is planned as an input will be: a market or a pending order, one item or more. Determine the size of the stop-loss, take-profit, the ratio of profit / loss. It is planned to support the transaction: transfer without loss, partial fixing, closing of the transaction, waiting for the stop trigger. In the case of operation stop, you can provide input into the opposite position. It is all depends on the skill of the trader.
This is followed by an analysis of the work
This is perhaps the most important step. Without an analysis of its behavior in the market, identifying erroneous actions and actions not by trading plan, it’s hard to imagine raising the trader’s skill. Learn more about forex trading tips for success.
After each completed transaction or series of transactions described what happened at the time, until the trader has been in the market. It is important to mention his psychological state. Weekly, or monthly basis, the trader brings financial results on profits, losses, comparing the week to
1. ALWAYS have your business cards easily accessible
So, let us now look at these tips one at a time starting with the first one on the list.
I am surprised at the number of people who say to me ‘I do not have a business card as I do not need one’. I am usually rather shocked when I hear that from a small business owner, even a successful one. In fact to me, it is rather arrogant and I wonder how their business is really progressing.
Your business card is your shop window, it is the way people can make contact with you if they need to or pass on your information to someone else. I am always happy to pass on a business card to someone if I feel that it will be useful to them.
2. NEVER run out of cards
Running out of business cards to me is something in business that is inexcusable. I believe that if you are a networker you need to be spreading your cards around as much as possible. You never know who may want to make contact with you. Be aware that your branding needs to be on your business card, your website, you
We live in a world where people have been conditioned to get rid of problems or breakdowns. In fact, we are trained to use more comfortable words like challenges. It is a problem to use the word problem; people become uncomfortable when you tell them you will give them problems.
However, the world of breakthroughs or quantum leaps is almost always preceded by problems. Why? Because breakthroughs require one to uncover mysteries of things they did not know they did not know. That inherently comes with chaos, breakdowns and uncertainty which can be a problem. Therefore, most people avoid or give up the pursuit of breakthroughs. The mantra in place of a breakthrough is: it wasn’t meant to be.
Instead of accepting that mantra and moving on to a substitute goal, explore a new perspective. There is something called the Disruptive Leadership Model. It is designed to empower people in the face of breakdowns. It provides individuals, teams and companies with tools to more effectively manage themselves in the face of breakdowns, such that, breakthroughs become part of the individual’s life or corporate culture.
With that said, because we are conditioned to see problems as negative, it is not the problem that is
I am often asked, “What is the most popular topic clients request when it comes to leadership development?”
My answer? “Presence” — specifically Executive Presence. I have found that Executive Presence is that “special sauce” which separates good leaders who “do well” from outstanding leaders who catapult to the top of their organizations.
Let’s face it – most leaders have good enough technical skills, business acumen, and all-around smarts to achieve a certain level of success in an organization. But, a powerful sense of “Presence” – that je ne sais quoi – is often what’s missing, and that is what can hold back many leaders from advancing in their careers.
What is Executive Presence? And, more importantly, how do you get it? The way I like to define Executive Presence is a certain set of attitudes, behaviors, and skills which – when combined – send the right signals, influence others, and ultimately drive results. When you develop powerful Executive Presence, you automatically strengthen your Leadership Personal Brand, i.e., the way others perceive, think, and feel about YOU™, which is a critically important foundation of success.
“That sounds appealing,” many clients have told me, “but can Executive Presence really be developed?” Absolutely. Let’s face it:
All businesses (big and small) need to perform to their full potential to succeed in this competitive business environment. Improving performance management can help the organization and teams achieve their priorities and meet targets.
The strategies that can be used to help do so include:
Strategic sales training – The training process transforms the way sales personnel think. This helps them understand how their customers think before making the important decision of buying a product or service. Many factors influence the process of buying and awareness about it can help improve the response to a customer.
Management – Managers need to stay focused if they want to create a high performance environment for the team and often this becomes difficult due to the many pressures. When a high performance environment is created it helps the team to consistently deliver its best. It is important that the manager is able to prioritize things and distinguish situations that they can control and cannot control.
When they learn to stay focused on things that really matter they may be able to become more effective as leaders. This enables them to add value to the business. Decision making becomes easier as they have a clear understanding of the
Is it possible to be too upbeat? IT managers have been told for a long time that having a cheery disposition is one of our critical IT manager skills not only for getting our work done, but also for being able to motivate our teams to get their work done. However, is it possible that we’ve got this all wrong? Would it instead be better for us to spend more of our time worrying about things?
The Power Of Worry
What was the name of that song from a few years back – “Don’t worry, be happy”? It turns out that having a good attitude is a critical skill for IT managers in order to be successful in their jobs and to do a good job of leading their teams. However, in the past few years a number of studies have been done that are starting to tell a different story. These studies are saying that a moderate amount of worry can be a good thing. Sounds like our IT manager training should be updated to teach us to include just a little bit of worry because it can result in better workplace performance.
There are a number of different ways to go
As neuroscience teaches us more about the workings of the human brain, leaders need to revisit how we increase motivation levels amongst our teams. We may have been getting it wrong…
A lot of leadership thinking time has been put into new ways to drive people on to be more productive, more creative, more this, more that.
Why do some people respond better than others to these initiatives? How can motivation be sparked – and maintained? Why do some people barely get started before quickly falling back into old habits of apathy?
According to neuroscience, motivation levels depend on two main factors: attention and effort.
Effort versus reward
Is it a simple case of the brain weighing up the effort involved against the reward received? That would seem to make sense.
So, for instance, we might commit to get fit on New Year’s Day, but a few days later, the effort involved in getting out of bed at 6.00 am and putting the track-suit bottoms on is deemed not to be worth the potential reward. OK, sleepy brains do funny things but you get the message.
It seems that it’s not this simple. Even when the rewards are great – and seem to far outweigh the negatives
By now I think that we all realize that we are living in dangerous and challenging times. The bad guys know about the importance of information technology and so they spend their time trying to break into our networks and we keep trying to find ways to keep them out. You’d think that a person who has the CIO job would have to have a sophisticated set of defense measures in place in order to keep his or her network secure; however, it turns out that this is not the case. Just taking care of the basics will generally keep the bad guys out. So that brings up the question: what should CIOs be doing?
Stay Current With Patches
The software that your company uses is complex stuff. Although we’d like to think that the companies that write it have taken care to make sure that it’s secure, the reality is that it’s too complicated for them to have thought of everything. What this means is that there are always “holes” being discovered in this software that the bad guys could use to break into your company.
When the maker of the software discovers one of these holes (or is told about it
Leadership is the ability of an individual to motivate a group of people towards a common goal. It can be called as a process of influencing and providing an environment for them to achieve team or organizational objective.
There are seven common characteristics of leadership:
- The ability to define and, communicate a vision and motivate a team (to deliver).
- The ability to build trust, respect and create a culture of execution.
- The ability to listen, learn and respond.
- The ability to attract, retain and nurture the best people and have them work as a team
- An insistence on analytical rigor in evaluating the nature of the problem.
- Ensuring that dissenting voices are heard and a range of options are explored.
- A willingness to make a decision after having looked at all the options, and then insisting on good execution and timely feedback.
There is a big difference between a manager and a leader. As first; while the managers have subordinates, the leaders have followers. Management is about processes, therefore, the focus is on planning, communication & control. However, leadership is about behavior, so the focus is on building trust and inspiring people.
- Core human competencies (Integrity, Honesty, Sincerity, Passion, Confidence)
- The ability to define and communicate a vision.
- The ability to
As the person with the CIO job, you realize the importance of information technology and just how important it is to keep your company’s network secure from all of the bad people out there in the world who are always trying to get in. You make investments in firewalls, intrusion detection devices, and highly paid IT security staff. However, we all realize that if we want to keep our network secure, we’re going to need each and every employee of the company to lend a helping hand. Since in most cases they just don’t seem to care about network security, what can we do to get them to care?
All Threats Are Personal
In order to get your company’s employees to take network security seriously, you are going to have to find a way to make this stuff “real” for them. One great way to go about doing this is to take the time to explain to them exactly what is going on. By doing this you’ll be able to make something that is as generic as “network security” very, very personal.
During your explanation you need to discuss just exactly why the bad guys are trying to break into the company’s network
Just imagine if you were a product manager who worked in the world of creating a product development definition for mobile phone video games. You would always be looking for that next big hit: the next Candy Crush Soda Saga or Clash Of Clans. However, here’s an interesting question for you: who is your real customer? Sure, maybe your game would get downloaded 10 million times, but who would really be willing to pay you money for it?
What A Whale Looks Like
If you take a look at the statistics that surround the mobile phone video game market, you’ll quickly discover that they are pretty grim. First off, forget about creating a game that you think that you can get people to buy. Studies have shown that in the upcoming year, only 1/3 of all mobile phone users will purchase an app of any kind to use on their mobile phone (let alone a game). If it were not for whales, working in this market almost looks like something that you wouldn’t want to put on your product manager resume.
In the world of mobile games, a whale is the type of customer you really, really want. This customer is willing to
It will be obvious to you how to measure workforce capability. But given the struggle so many have in measuring it meaningfully, it’s likely only obvious in hindsight; the hindsight of seeing the unpacked thinking process of designing a measure for workforce capability..
It is a thinking process, measure design. It’s not a brain-dump or copy-cat exercise. The thinking process I use to design measures follows two very deliberate, multi-part techniques. But the guts of my measure design thinking process is this:
goal –> result –> evidence –> quantification –> measure
Getting from goal –> result
Workforce capability is not a goal. It’s a theme, a concept, a domain of performance, a bandied-around and over-used phrase that most people find is too broad to pin down with a measure. They end up measuring it with trivial statistics like Number of People Trained. Or what’s easy to measure, like Employee Turnover. Or some vague concept that no-one knows how to quantify, like Employee Talent Index.
But we have no clue if any of these are direct evidence of Workforce Capability, because we don’t really know what Workforce Capability means, in goal or result language. We need to ask ourselves what we really mean. What is the
It’s officially spring in the Northern Hemisphere. Typically, spring is a season associated with rebirth and renewal. It’s a chance to look at the world through fresh eyes. So today, let’s use spring as an opportunity to look at your business through fresh eyes.
Sometimes, though, it’s difficult to look at things that we’re close to (like our business) through fresh eyes because-well, because we’re so close to them! It’s hard to take that 30,000-foot view when we’re down on the ground, right smack in the middle of things.
And that’s why I think one of the most crucial, yet most overlooked, leadership abilities is the ability to play pretend.
Here’s how it’s going to work in this case. I want you to pretend that you want to sell your business. [You: “But I don’t want to sell my business.” Me: “That’s why we call it ‘pretend.'”] In this game of pretend, you’re selling your business for good, altruistic reasons that will benefit everyone (in other words, there’s no baggage associated with this sale).
You put the word out, and you carefully evaluate all of the potential buyers. And one of them is perfect! She is everything you could possibly want in a buyer.
Hey IT manager, I bet that you didn’t realize just exactly how big the group of millennials who are working for your company had gotten! It turns out that 18-34 year olds make up 34% of the U.S. job market – the biggest group out there. Next comes the Gen-Xers who make up 32% and finally the Baby Boomers are still out there and they make up 31%. What this means for you as an IT manager is that you are going to have to get better at managing millennials because there are more of them…
Maybe You Can’t Prevent Them From Leaving
So here’s a wild idea for you to consider: is it possible that all of the millennials that are working on your team will eventually end up leaving? How long do these people generally hang around? It turns out that last year, the median job tenure for IT workers who were between 20 and 24 was less than 16 months! Compare this to workers who are between 25 to 34 it was only 3 years. All of these numbers are less than the 5.5 year median for workers 25 and above.
If you want to hang on to your millennials
I was a CEO of a manufacturing company located in Denver, Colorado. During my time as CEO I launched a number of company culture initiatives. One of the first initiatives I introduced was a method of dispute resolution.
The associates that I employed were blue collar workers who work eight hours per day manufacturing sheet metal products. Disputes were an inevitable part of the manufacturing floor. The nature of the disputes ranged but they all had the potential to become malignant. Disputes were also a trigger point for staff turnover. I looked at potential dispute resolution methods as opportunities for continuous improvement (kaizen).
My company was small but growing revenue 100% yr/yr for four years in a row. The growth strained every aspect of the company. I knew I had to employ a dispute resolution technique that would empower my team, reduce turnover and improve quality. I introduced the following three points of dispute resolution.
- Facts about what had happened
- How it made the aggrieved party feel
- What the aggrieved party wants the other party to do about it
Facts About What Happened
Just the facts, nothing but the facts. I don’t want to hear what the aggrieved party thinks why the other party did something or
As IT managers who are responsible for managing a team of diverse professions, we have been charged with finding ways to connect with our team. If you attend any IT manager training you will undoubtedly be told that you need to become more sensitive and do a better job of connecting with the members of your team. This is all good advice, but is it possible to be too sensitive?
Are You A Highly Sensitive Person (HSP)?
I’d like to think that all of us have some sensitivity. There are things that we encounter during an average day that we need to have feelings about in order to connect with the people on our team. However, it turns out that there are roughly 20% of us that are considered to be Highly Sensitive People (HSP). Note that HSP does not play any gender games: an equal number of both men and women are considered to be HSP.
A highly sensitive person is a person who when they have an experience, will respond more intensely to it than an average person will. What this means is that as a highly sensitive person receives both positive and negative information from their environment they will process