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10 Ways To Help You Plan Your Home Office For Productivity, And Comfort
Some home offices are set up in a dedicated area just for the business, but most people need to have a family room, bedroom, or guest room do double duty.
Getting focused about what you need your home office to do for you will help you buy...
Entrepreneur to Employer - Considerations
You make the decision to go into business and for some time work from home or in leased premises and your business starts to grow. Like all businesses you experience growing pains. Cash Flow is sometimes tight, customers come in ebbs and flows but...
Strategies to Time Management
Strategy is a planning ahead to achieve a specific goal. Some of
us plan a time management scheme for one or two years, while
others plan five or ten years. In college, we were taught to
manage our time according to long-term and short-term...
The Ten Pillars of Leadership and Business Development
Leadership is any influence relationship that brings about change…this can be a teacher/student relationship, a parent/child relationship, a politician/citizen relationship, a business owner/employee relationship, a community leader/volunteer...
Time Management is a Work of Art
Strategic planning schemes in time management are fundamental
steps to a promising behavior scheme. If you are a student or
professional, then you are well aware that time is essential for
all aspects of life. Most of us are often too busy to fit...
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Change Management Can Lead to Rigidity and Resistance to Change
"Today's successful business leaders will be those who are most
flexible of mind. An ability to embrace new ideas, routinely
challenge old ones, and live with paradox will be the effective
leader's premier trait. . . Leaders will have to guide the ship
while simultaneously putting everything up for grabs, which is
itself a fundamental paradox." -- Tom Peters, Thriving on Chaos:
Handbook for a Management Revolution
Beware of formal organization improvement or "change management"
(an oxymoron) plans. Like strategic plans, organization
improvement or change management plans can reduce an
organization's effectiveness. They can lead to rigidity,
bureaucracy, and resistance to change.
This sounds like an argument against planning. It's not. We have
found that constant and ongoing personal, team, and organization
improvement planning is vital. But too many "change management"
and improvement plans are built on the same faulty premise as
strategic planning -- that there is a right path, which can be
determined in advance and then implemented. We often hear
managers declare that they have the right strategic or
improvement plan, but the reason things aren't going according
to plan is because of "execution problems." This is a deadly
assumption.
While there are many reasons for execution problems, one of the
key problems is a top-down improvement plan or "change
management" program. Because of their need for order and
control, many rigid managers try to use "change management" or
improvement planning to regulate and direct the random and
chaotic events swirling around them. They aren't comfortable
with letting
Associated Websites
their improvement plan and path to higher
performance unfold and evolve toward their vision, values,
purpose, goals and priorities. In other words, they think they
can start with the answers. They're not comfortable with
learning.
Other organizations and consultants may have been down a similar
road to the one we're on. We have much to learn from their
experiences. But we can't follow their path. If we have never
been here before, we don't really know what the best paths and
approaches are. Our improvement path evolves as we get to each
fork in the road and get those people closest to the action to
help make the most appropriate choices.
We need an unwavering strategic focus on where we're going. We
need to set priorities, allocate resources, and put
implementation schedules in place. But exactly how we get there
can only be roughly sketched. Details get filled in as we go.
Most of the problems and opportunities can't be anticipated and
planned for in advance. We have to take advantage of the
unforeseeable opportunities that will quietly present themselves
as our journey unfolds. This is the paradox of strategic
opportunism. It is the path of learning and constant
improvement.
About the author:
Jim Clemmer is a bestselling author and internationally
acclaimed keynote speaker. During the last 25 years he has
delivered over two thousand customized keynote presentations,
workshops, and retreats. Jim's five international bestselling
books include The VIP Strategy, Firing on All Cylinders,
Pathways to Performance, Growing the Distance, and The Leader's
Digest. His web site is www.clemmer.net/articles.
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