Blog Masonry Boxed

Post-Recession Ways of Thinking Ahead in Business

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By March 7, 2015
  •     Identifying Opportunities & Mobilizing Knowledge Resources: Strategic planning and investment for competitiveness
  •     Creating actionable and achievable plans
  •     Providing ongoing analysis and benchmarking
  •     Aligning Incentives and Investments
  •     Bridging Sustainability and Economic Development: New policies for a changing world
  •     Enterprise Design Coordination – Adaptive Business Processes and Workflows
  •     Dynamic Resource Management
  •     Intelligent Business Decision Support
  •     Event-Driven Planning and Scheduling
  •     Leadership refocused with new strategy and cohesive vision
  •     Strategic plans created for the global marketplace
  •     Supply chains streamlined
  •     Products redefined
  •     New markets targeted
  •     Cost-saving measures developed
  •     Silos leveled & Teams aligned

seo data . ip info

Thinking Ahead as a True Leader

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By March 7, 2015

The ability to ‘think ahead’ and plan a strategy, implies keeping in touch with employee opinions, technological advances and market trends that will help shape your vision – to be shared. Leaders, by definition, must have followers that aspire to the leader’s vision. Once you’ve  ‘thought ahead’ into the future, you need to communicate your vision with conviction and confidence, as to inspire, energize and unite your team.A leader must be capable of shaping internal politics that will support performance improvement initiatives. During times of change, uncertainty and fear reign supreme. ip info As a result, leaders confronting strategic and organizational change, have to manage communication effectively. seo data As a leader, you have to portray a compelling vision for the future, while implementing change.  Processes that build a shared vision of the future, create positive coalitions, and allow open expression of competing views will prepare people for the change.

Motivating people to peak performance is a must of  leadership. But how can you unleash the full individual emotional commitment and collective potential of your people so that they achieve higher levels of performance?

Generating emotional energy and commitment takes time and effort, as to ensure that the right balance between achieving the task, building the team and  sustaining morale.

Tuning into their Brain – Employee behaviour for enhanced performance

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By March 7, 2015
Organizations have some form of program designed to nurture high-potential employees. However a recent study by the Corporate Executive Board revealed that 40% of “high-potential” job moves  produce disappointing results.

Disengagement of employees also is remarkable: One in three emerging stars reported feeling disengaged from his or her company.
Even more striking, 12% of all the high potentials in the study said they were actively searching for a new job.Why do companies have so much difficulty in their succession planning?

The Corporate Executive Board’s research revealed that senior managers make misguided assumptions about these employees and take actions on their behalf that actually hinder their development. When dealing with high-potential employees, firms tend to make six common errors: assuming that all of them are highly engaged, equating current performance with future potential, delegating the management of high potentials down in the organization, shielding promising employees from early derailment, expecting stars to share the pain of organization-wide cutbacks, and failing to link high potentials and their careers to corporate strategy.
In other words “tune into their brains”.

Having knowledge of how our brain functions facilitates enhanced performance.

Key points to take into account are:

  • Learning should be broken down into “bite-size” to increase itsne absorbency and effectiveness.
  • Allow time for your people to integrate learning into long-term memory.
  • Fairness and respect gives brain a chemical boost.
  • Stress inhibits clear thinking.
  • Uncertainty arouses fear that decreases the ability to make decisions.
  • Employees need some ownership over situations to better accept change.
  • Engaging people in more active learning techniques improves retention.
And here are some things you should do to keep your top talent on track:

  • don’t just assume they are engaged – give them stimulating work, a chance to prosper, and recognition or they will walk
  • don’t mistake current high performance for future potential – test candidates for ability, engagement, and aspiration
  • don’t delegate talent development to line managers – this will limit the talents access to senior members
  • don’t shield talent – place talent in live fire roles
  • don’t assume top talent will take one for the team – compensate top talent differently and creatively
  • don’t keep young leaders in the dark – share strategy with them