Principles of Lean

The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:

  1. Specify value from the standpoint of the end customer by product family.
  2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
  3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
  4. As flow is introduced, let customers pull value from the next upstream activity.
  5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

Lean Principles

How to Secure Six Sigma Green Belt Certification

There is considerable variability in the Green Belt certification requirements among those that offer it; and in the absence of national standards for Green Belt certification, it is prudent to ensure that the certification you are considering provides you the best possible training in Six Sigma framework, tools and techniques, along with the experience of working on a real-life Six Sigma project. These requirements will be met by a Green Belt certification program that treats Green Belt training on par with a graduate-level course in Six Sigma, plus the experience of successfully completing a four-month Six Sigma project. For Green Belt training, it is also expected that you have an undergraduate degree in engineering, science, business, medicine, etc. and have had a basic course in statistics while in college.

Factors for Green Belt Certification

Aspiring Green Belt candidates need to consider four factors in connection with their pursuit for Green Belt certification: 1) the certifying organization, 2) program syllabus, 3) Six Sigma project and 4) Six Sigma project presentation, testing and Green Belt Certification.

1. Certifying Organization—Through friends and associates, you may already know of a suitable organization to select for training. If not, an Internet search followed by inquiries should produce good leads. You should look for a consultant with sound academic qualifications; demonstrated excellence in teaching; substantial industrial experience; a track record of working with reputable clients, per reviewed Six Sigma publications, media interviews and journal citations; and of course, price.

2. Green Belt Program Syllabus and Contents—In the absence of national standards, ensure that the training program covers a comprehensive list of topics necessary for implementing Six Sigma on real-life projects. Table I outlines the outline of the topics you would need to master during the course of training. In addition to these topics, it is expected you would learn how a corporation would go about implementing Six Sigma, what the responsibilities of various Six Sigma professionals (Champions, Master Black Belts, Black Belts, Green Belts) are and how to go about selecting Six Sigma projects. In my programs, I am able to convince participants on the basis of natural laws that Six Sigma is really for life and everyone should think, work and live the Six Sigma way. The rewards of following Six Sigma are tremendous, as are the penalties of not following it. The program contents can be comfortably covered in 10 to 12 four-hour in-class sessions.

You would need to become proficient in the use of statistical software products such as MINITAB during your training. Six Sigma is not possible without statistics, and the 11 steps of Six Sigma involve a host of repetitive calculations. You will avoid the drudgery of repetitive calculations with the software.

3. Six Sigma Project—The Green Belt certification is of little value if it does not offer the opportunity to gain experience in executing real-life Six Sigma projects. The Six Sigma projects need not be complex, but they do need to illustrate the working of the five-phase, 11-step Six Sigma methodology. Generally, you may be expected to come up with the idea for a Six Sigma project, and if your employer is sponsoring the Green Belt certification effort, your place of work would be great place to search for project. The Six Sigma project scope should allow for its completion within four months.

4. Six Sigma Project Presentation, Testing and Green Belt Certification—Upon successful completion of Green Belt training and Six Sigma project execution, you need to pass a test to earn the Six Sigma Green Belt certificate.

Table I: Six Sigma Green Belt Training Program Syllabus

TopicDescription
iIdentify who the customer is
iiUnderstand the customer critical-to-quality characteristics (CTQs), translate the fuzzy CTQs into actionable items amenable for Six Sigma analysis
iiiPrepare the project charter
Phase IScope (or Define)

Step 1: Articulate the problem statement

Step 2: Define response variable(s)

Step 3: State project goals
Phase IIMeasure

Step 4: Draw process map

Step 5: Validate measurement systems (gage repeatability and reproducibility)

Step 6: Collect data on response variable(s)

Step 7: Analyze data in step 5 and determine starting defect levels (baseline)
Phase IIIAnalyze

Step 8: Collect historical data or design and conduct experiments as appropriate

Step 9: Analyze data in step 8 and determine the major impact factors responsible for much of the variability in the response variable(s)
Phase IVImprove

Step 10: Set major impact factors at the optimal values or eliminate them as appropriate
Phase VControl

Step 11: Institute a monitoring plan so the problems, once fixed, stay fixed, and the benefits are sustained

Six Sigma Green Belt Certification Case Study


This case study entails Six Sigma & Advanced Control, Inc.’s (SAC) Six Sigma Green Belt certification program offered to the MBA students of Gatton College of Business & Economics, University of Kentucky in Lexington. Six Sigma has been a mandatory component of the 11-month immersive MBA program ever since it was introduced four years ago. The Green Belt certification program is a part of the Supply Chain Module in the curriculum. In the Green Belt certification program, students receive two weeks of in-class Six Sigma instruction, which include training in the use of MINITAB in Six Sigma projects followed by project executions.

In the academic year 2008-09, 16 corporations provided Six Sigma projects for the student teams to work on. Two Gatton faculty members served to coordinate the Six Sigma projects with the companies. At the conclusion of the Green Belt certification program, student teams made presentations on the projects and took a test. Students who fully participated in the Green Belt certification program, successfully completed the Six Sigma projects, make an effective presentation, and pass the test were given [SAC Certified Six Sigma Green BeltTM] Certificates. Companies have found the Six Sigma projects component to be very useful since this gives them an opportunity to tackle a project of commercial interest and to get to know the students.

The Green Belt certification program has also given some companies that have not yet embraced Six Sigma an exposure to the what, why and how of Six Sigma. Many students have joined the sponsor companies as full-time employees upon graduation. The enrollment in the Green Belt certification program has increased from 45 plus in the first year to 75 plus during the 2008-09 academic year.


source

When A Manager Becomes A Leader

By Mike Krutza Co-Author: Jodi Wiff

What Is The Difference?

Yes, a lot of people know that there’s a difference when somebody is a manager and when somebody is called a leader.

Then again, not a lot of people can really define or put into concrete words what that difference is. Manager is about skills, and it is a profession. But a leader is a more essential role.

There is an intangible characteristic, or a charisma that makes someone a leader. Or simply stated, management is a career, while leadership is a calling.

With studying and training, anybody can be a manager, but being a true leader is a rarity. Leadership needs some charisma wherein a person is well- spoken, amiable and sincere.

A leader knows how to connect and build rapport with people. Nonetheless, what makes leadership significant, and what makes it really make sense are clear vision, goals and objective. Without a solid purpose, leadership will wander aimlessly and falter. It doesn’t serve its purpose and is therefore as good as nothing.

From The Technical To The Essential

Elegant leadership has clarified its core values. It has instilled leadership courage. It has established and ascertained its convictions, and it has resolved to turn them into reality.

A leader understands their role as a guide and a steward founded on their deeply held truths. A manager who rises above being technical to being essential and moving people from their humanity becomes a leader.

Employees, co- workers, associates, teammates or any group of people that a leader oversees are looking for a guide or coach that they can trust.

They want to believe in someone who knows is working for the greater good of the organization and its people. One most crucial element of elegant leadership is that it is a leadership that people want to follow.

When a leader has followers that trust and submit to their bidding, then it has fulfilled the sole requirement of elegant leadership.

Inspiration Vs. Drudgery

A manager that becomes a leader who has endeavored to make the organization transcend its previous innovation, productivity, quality, innovation, revenues and achievements has fulfilled their leadership role. Effective leadership knows how to motivate its people, allowing the workforce to operate at such a high level of efficiency which proves to be a valuable company resource. Budget is brought back to the organization and goals are successfully accomplished.

Leadership that is inspired and motivated is effortless and optimally effective as opposed to command and control management which drives people to work in drudgery.

By the way, do you want to learn more about leadership in your company? If so, download your FREE ebook here: Guide to Elegant Courage Leadership

Jodi and Mike specialize in executive coaching with individuals and teams. http://lighthouse-leadership.com

Article Source:http://EzineArticles.com/?expert=Mike_Krutza

5 Actions for Measuring Training Results


By Michael C Colucci

As with any type of training, one of the largest, if not the largest, challenge is measuring the results.

And by “measuring the results” it is fairly commonly known that what we really mean – at least in the corporate environment – is…

Proving that it was worth the money spent.

While the argument can be made that employees should be constantly experiencing new opportunities for development – and many of those through training – we have to face the fact that we live in a business environment that is moving so fast that short term means of measurement are required.

Unfortunately, that means that proving the value of training is under a time constraint. It is important to realize that training and education are distinctly different and it is that difference that gives companies the permission to say, “I am not going to train my employees on just anything, it has to be relevant and it has to contribute to the bottom line.”

What is that difference?

Training requires an action be demonstrated.

Education requires an answer be given.

Think about it for a minute. The majority of the education system is measured through a test. If when the question is asked, you give the correct answer… you have met the requirements.

Corporate training isn’t meant to inform… it is meant to transform.

It is meant to empower people to act or respond … act or respond… in a desirable/favorable/determined way.

Let’s quickly look at the 5 Necessary Actions for Measuring Training Results and then support them a bit. They are:

  1. Identify the desired behavior that aligns with business goals
  2. Provide training that conditions people to act or respond in those ways
  3. Encourage the desired behavior outside of the training event
  4. Deliberately seek to observe the new behavior
  5. Document observation of the behavior

If training is changing behavior then it isn’t accomplishing its goal.

So the question that needs to be answered before you ask “did the training do anything?” is actually:

What do we want our employees doing that will result in the business goals we have set?

In order to ask this question you must both have clear goals, and understand what they are currently doing and how it is either contributing or detracting from those goals being reached.

When the goals are very specific, such as the operation of a piece of equipment, it is easier to measure behavior not only because it will surface if it is not being done correctly but because it is easier to observe.

Sales training also falls into the category of being more easily observed because sales managers can accompany their team. And the leap to agree that increased revenue from a particular individual after training was a direct result of the training (whether or not the statement is actually true) is more easily made. If for no other reason than people want to believe they made the right choice in their training.

But when you move into behaviors that are not as openly displayed or ones where the connection to revenue is harder to make in the short term you will… not might… you will meet resistance.

We have been trained to view it this way. And I don’t see companies paying for training to change the way we view training. It is a Catch-22.

One way to measure the result of training is to deliberately look for behavioral change. And when you see it… acknowledge it. It doesn’t have to be with money. (I know that is what may have come to your mind.) It can be an email or a “good job” comment.

I still remember a compliment my boss gave me when I was a stock boy in high school.

But to look for it is a lagging indicator.

You need to encourage it. Part of the actual training program needs to be “post-delivery engagement.”

There needs to be a process in place to encourage and support desired behavior if that behavior will then be required. And especially if that behavior is going to be the measurement of the effectiveness of training.

I have been through training that I continue to benefit from. And I have been through training that I have forgotten.

I have rarely been through training that provided follow up.

So… back to the initial question: How do you measure training results?

  1. Identify the desired behavior that aligns with business goals
  2. Provide training that conditions people to act or respond in those ways
  3. Encourage the desired behavior outside of the training event
  4. Deliberately seek to observe the new behavior
  5. Document observation of the behavior

If the business goals are important then the behavior is important. If behavior hasn’t changed… change the training.

Don’t just informtransform.

Michael Colucci is the owner of The SDG Group (http://www.thesdggroup.com) where they focus on providing innovation training.

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source: http://www.callcenterbestpractices.com

Great Leaders Accept Responsibility for the Success of Their Teams


By A Horton

Every great leader, who aims to bring the best out in their team and to succeed at realising the results they, set out to achieve, knows that they must accept 100 % responsibility for the performance of their team or organisation.

The leader’s commitment, drive and passion to succeed, must be higher than anyone else’s, in their team or organisation. They must be the catalyst that inspires each individual to greatness. Their dedication must be unquestionable and their passion to inspire their team members to succeed must be high.

If you are leading a team and you are not inspired by your vision and driven to succeed, then your team is not going to be inspired either. If you do not feel really driven and passionate about leading your team to success, then it is time to conduct a self-audit and to discover the reason why.

If you are unable to feel total commitment, towards influencing and inspiring your team to greatness, where you inspire them daily to achieve the common vision, then there is something missing.

You are either:

  • Leading a team towards a vision that has no real meaning to you or your team.
  • Leading the wrong team that is disinterested in your vision.
  • Leading a team that is filled with the wrong people.
  • Your team members do not have the right skill set to deliver on the vision.
  • Working in the wrong organisation that is not aligned with your vision or style of leadership.
  • You are the wrong person to lead the team.

If after answering these questions you realise that some or all these issues are limiting your performance. Then it is crucial that you immediately begin making plans to change things. You can never succeed as a leader if even one of the above factors is not in place.

  • If your team is aligned behind you as their leader, but they do not buy into the vision for the team, you can either look at communicating the vision differently so that they see it from your perspective or you need to revise the vision.

  • If you are leading the wrong team or a team filled with the wrong people, you must take action immediately to remedy this. Invest time to discover all the skills necessary for your team to achieve the vision you have for the team.

  • Record these and then compare them to the actual list of skills available within your team. If there are functions or tasks, which are necessary to achieve your vision, but no one in your team is able to fulfill those functions or tasks. You need to urgently add people to your team, who do possess those skills or train the existing team members, so that they can carry out those functions.

  • No team can ever succeed if there is not unity of vision amongst all team members. As long as team members are not working towards a common vision, their efforts will be diluted and the team will never succeed. It is crucial that a leader receives constant feedback from their team, regarding their buy in and support for the vision.

  • To be a great Leader, you must consistently conduct informal research and discover what is important to each of your team members. Try to understand what inspires and drives them. When you know what their personal vision is for the future and you can weave a picture, which allows them to align their personal vision with that of the team. You have the makings of an incredible, driven and passionate team.

  • Keep communicating your vision clearly and concisely to your team and get feedback from them as often as possible regarding their understanding of the overall vision. Do not just assume that everyone knows and understands the team vision.

  • The more clarity each team member has about the vision and their individual role on delivering on that vision, the better the results the team will enjoy. Keep communicating the same vision, consistently, clearly and creatively until everyone is on the same page.

It does not matter how much talent or ability resides in your team. The outcome they will enjoy is directly proportional to the quality of the vision and the way that vision is communicated and understood by each individual in the team. No team can or will ever be successful if they are all driven and inspired by different agendas.

Once you are certain that your team is inspired by, understands and is passionate about the common vision, it is time to assess the diversity of skills available within the team. No business or team can succeed with only sales people or accountants.

Every team or organisation requires diversity of skills, abilities and personalities to succeed. I got this concept really wrong in my early years of leadership. I thought I would be successful, if I could surround myself and fill all my teams with people just like me.

That oversight on my part cost me dearly and it took a number of years to see that my progress was being hampered by this naïve approach to business.

As soon as I realised that a team is about diversity and that every person has a unique role to play within the team, I began to realise amazing results with my teams. No human body would work very well with only kidneys, hearts or lungs. To function as a whole person, we need all the organs in our bodies, each with a very specific function.

All great leaders realise that each person on their team contributes in their own special and unique way.

See the need for diversity within your teams and show appreciation to each team member for their unique and crucial contribution to the team effort.

Don’t fall into the trap like I did as a young leader. Don’t overlook the importance of filling your teams with a diverse group of people with differing skills and abilities. You do need great team members with appropriate skills to succeed. That is a non-negotiable. You can never succeed with the wrong people.

You can however still fail to achieve your goals and vision as a team, even if your teams are filled with the perfect people. Lou Holtz epitomised this concept when he said “You have to have great athletes to win. I don’t care who the coach is. You can’t win without great athletes, but you can lose with them. This is where coaching makes the difference

This shows the importance of great leadership, which is necessary to lead people to success. It is the role of a great leader to inspire, influence and bring the right people together and to get them behind a common vision.

When all these factors are in place, nothing can stop the team from succeeding. Talent, diversity and unity of vision don’t come together on their own. It takes a leader to provide inspiration, empowerment and direction to a team so that they can succeed.

http://www.andrewhorton.co.za

Hi my name is Andrew Horton; I am an inspirational Speaker, Master Teacher, Radio and TV Host, Global Traveler and Author. My area of focus is in the field of human behavior, expanded awareness and enlightenment.

I travel the planet constantly researching, learning and seeking ways to unlock the mysteries of the human mind. I delve into the inner workings of the universe, always looking for ways to understand my role in making things better and contributing to the improvement of the human experience. Please visit my website to sign up for a daily inspirational message, by following this link Daily Inspirational Message. This is your daily call to action, a reminder to do things better each day. Visit my website at http://www.andrewhorton.co.za

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4 Strikes and You’re Out!

By Andrea Herran

Do you use progressive discipline (or counselling as I prefer to call it)? Do you know how? I prefer to call it counselling as the purpose behind the conversation is to let a person know that improvement is needed and you would like to see them succeed.

Discipline sounds to me more punitive and you don’t want or accept a turnaround – going through the motions until they leave. The idea behind progressive counselling is to give the employee a chance to improve their behavior or work performance.

Sounds simple enough…but how much is too much and am I giving the person a fair chance?

The generally accepted practice is 4 strikes and your out (however there are exceptions).

What do the steps look like:

Verbal Warning: this one throws people for a loop because even though the name is “verbal” it should be documented.

First Written Warning: if you didn’t document before, you must start now. Putting it in writing is what shows people you are serious about needing a change.

Second Written Warning: this occurs when after being given a reasonable amount of time to change, it still hasn’t occurred.

Termination: change still hasn’t occurred and well…you are left with no choice but to let them go.

A word of warning: at each step you must give a person a fair amount of time to change before moving to the next step and let them know that if change doesn’t occur – you will have to proceed in the counselling process.

Now, these steps are good if your people are having performance issues – for example: not turning in orders on time, forgetting to get back to the customer in a timely manner, etc. Behavior issues you may want to skip the first verbal warning if it may possibly cost you clients.

You can skip steps if what needs to be corrected is serious enough to warrant it. For example – you are not going to give an employee four chances to rob you or physically threaten other employees. Do it once and they are out.

What is a reasonable amount of time? You are not going to like this answer – it depends. How long can it take a person to adjust? Is further training needed? Maybe 30 days is enough time. Always late for work? Tomorrow is enough time. Look at it on an individual basis to determine time and/or you can ask them “when can I expect to see improvement” – that way it is their timeline and they will be more committed than if it were your timeline.

Need help with progressive counselling? Contact us!

Andrea Herran is the principal of Focus HR Consulting ( http://www.FocusHR.biz ), which provides full human resources support to small business, provides a membership service through My HR Helpline for those who want expertise just a phone call away, and provides webinars and public speaking on HR topics. Subscribe to her bi-weekly newsletter from her website.

© 2012 Andrea Herran All Rights Reserved

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Modern Leadership: Five Steps In Creating Strong Teams


By Dean Hambleton

In modern business, a successful leader doesn’t tell people what to do. Most businesses and their processes are too complex.

No one person can be a superstar and know everything. What a modern leader does is that they teach their subordinates how to make choices that allow the entire organization to thrive.

That sounds simple enough. The devil is in the details. The benchmark for a strong leader would be General Dwight Eisenhower in managing World War II. General Eisenhower never led a team on the field, but he was a genius in getting everyone on the same page and co-coordinating activities.

It must be understood that for most of his army career, General Eisenhower was the base football coach. This training was a primary reason why the Allies prevailed in World War II. The Allies were made up of 3 players that did not like or trust one another. Ike Eisenhower understood how to co-ordinate the differences and to how to make the differences strengths and not weakness.
There are 5 steps to creating an effective team.

1. CREATE UNITY. This is how World War II was won. General Eisenhower motivated people by giving them a vision of the future. He gave the opposing generals a vision for a higher purpose. The world could not tolerate a German victory.

2. VALUE DIVERSITY. Ike had diverse generals in Montgomery and Patton. He took these two brilliant but different generals and used their personal differences to create opportunities for learning, creativity, and innovation. One reason why D-Day was a success was that Ike convinced Patton to be a decoy. The Germans always thought it would be Patton who would lead the charge across the Channel.

3. INVOLVE EVERYBODY. Before D-Day, Ike made a personal visit to the invading troops. This visit made the “grunts” understand just how important their efforts were in the winning of the war.

4. PROMOTE IMAGINATION, CREATIVITY, AND INNOVATION. Americans are taught to be problem solvers. A problem is an existent condition. Modern business moves so fast that new products must be created in real time. Creativity and innovation bring something new into existence. At Normandy, Allied troops were bogged down. Montgomery and Bradly used creativity and innovation to get their troops off the beach. The Battle of the Bulge is benchmark is how manager (General Patton) should make decisions in real time.

5. LOOK FOR THE THIRD WAY. People are hung up on the Right way vs. the Wrong way. The original debate at D-Day was where to land. General Eisenhower understood the importance of Special Operations to create a network of citizen support in order for the D-Day mission to succeed.

Dean Hambleton

dnhambleton@gmail.com

I hope this article sheds light on how to create teams that create brands in our modern era

Article Source: http://EzineArticles.com/?expert=Dean_Hambleton

Help Your Organization Succeed: 5 Tips to Elevate Your Purpose

By Mike Henry, Sr

I recently read two different posts that caused me to think about how people are treated in the workplace.

The first was a series written by Chad Balthrop about the trap of transactional leadership. It seems that sometimes, many times, actually, we view our personal interactions as transactions and our language expresses that belief. The second was a post by Tristan Bishop focusing on how purpose improves productivity.

What is the purpose of a business?

Contrary to popular opinion, the noblest purpose of a business isn’t to make a profit. The noblest purpose of a business is to make its people profitable. I believe that the highest call of a middle manager is to understand the intricacies of the relationship between your team and your organization and make sure both parties win. Win-Win is the only sustainable business model. When we make our people profitable, our organization wins. Any organization that wins at the expense of its people will eventually lose. Any people who win at the expense of their organization also eventually lose.

The noblest purpose of an organization is the success of its people.

Therefore, the purpose of an organization is to create an environment where its people thrive. The organization must avoid the idea that people are an asset. People are the reason, profit is an asset. The highest call of a leader is to help people work together to create a profit that in-turn is used to rewardthose same people. Leaders must hold employees, vendors, AND customers accountable for their part of the formula. Leaders fight for the relationship that ultimately rewards the very people who create the value.

The people involved also have a responsibility. Each employee or associate must perform their job well enough for the organization to achieve profitability. Employee engagement is a current buzzword but it must spring from the employee’s side of the relationship. In “Linchpin,” Seth Godin called itemotional labor. They must bring their mind, their energy, and their ideas. They must be willing to go above and beyond the call for the good of the organization; but, that seldom happens when the organization simply consumes all of the gain. People must remember that their effort rewards the group and when they slack, it hurts the group.

5 Steps to Elevate (even rescue) Your Purpose

I’m sure that yours is a win-win company! But, just in case you know some others with turnover problems, disengaged employees, or other symptoms of a win-lose company, you can pass these 5 steps along.

1. Decide today to be a win-win organization for your people. Make a written declaration. Get on record.

2. Ask how your people win. Find ways to make your employees winners. Reward people according to the value they create and enable them to create as much value as possible. They give their life to your organization — honor their service. Even for those with difficult jobs, you can help improve the value your people derive by helping them with their personal dreams. Check out “The Dream Manager” by Matthew Kelly for some great ideas.

3. Re-align jobs and responsibilities to enable the most people to win. Create career paths that energize people for creating additional value. Instead of rewarding longevity, reward applied experience: offer rewards fortraining, documentation, excellent performance, or zero defects.

4. Change anything possible to make difficult jobs rewarding. Put them on a better career path. Clearly define success. Set a specific end date for the job so the person doing it has something to look forward to. Make them part of a team and rotate the bad jobs with the more rewarding jobs.

5. Stop rewarding under-performers. Set clear, distinct, and measurable goals for your people and reward people according to the value they create. People who consistently under-perform must be corrected or asked to leave. If you provide a safe haven for under-performers, after a while, that is all you will have.

People are the reason for a profitable business — nothing else. Make others’ lives better and elevate your purpose.

Mike Henry is the founder and Chief Instigator of The Lead Change Group. Known nationally as a character-based leadership coach and committed leader, Mike’s passion is helping leaders grow leaders. He believes that leaders exercise their influence and skills at any position or level in an organization and knows that every organization needs leaders to own their performance and make the organization competitive.

Additionally, Mike enjoys mobilizing people and communities to apply character-based leadership to make a positive difference. To become involved with The Lead Change Group, visit http://leadchangegroup.com.

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Five Personal Steps to Improve Your Team’s Performance


By Richard Highsmith

I know you’ve heard the expression, “There is no ‘I’ in team.” Au contraire, I believe the “I” is implied and critical to the success of every team.

Do you know a team member who is his/her own worst enemy? Group success depends on individuals working together with common goals of improvement and achievement. Here are five essential steps for embracing personal changes and enhancing your positive influence in your team.

1. Self-Awareness. “He who knows others is wise. He who knows himself is enlightened” – Lao Tzu. The first person you must know and understand is yourself. We seem to be able to size up everybody in the world but ourselves. Few people are endowed with natural self-awareness. It takes a strong desire and a lot of hard work to achieve understanding of oneself.

Becoming self-aware does not come easily or quickly for most people. Self-awareness requires a premeditated and deliberate effort. Fortunately self-awareness has been a topic of study for centuries.

Go to any bookstore or library and look in the Self Help section. Find a title that interests you and start reading. Reading and reflecting will help you gain insight. You might also take a “normal variables” psychological test like the DiSC Profile or the Meyers-Briggs.

Some versions of these tests can be found online. Reading your psychological profile will help you become aware of how you are seen by others. Finally, and perhaps most difficult, when someone who knows you gives you feedback, work at listening and reflecting before you respond. In understanding the lessons of others you can come to comprehend yourself.

2. Self-Image. “The ‘self-image’ is the key to human personality and human behavior. Change the self image and you change the personality and the behavior” – Maxwell Maltz.

The first person you must learn to get along with is yourself. Maltz and many psychologists believe it is what you tell yourself that is the key to improving your self-image. If you do not believe in yourself, you will use words in self-talk like “can’t,” “weak,” “failure” and other negative descriptors. Positive self-image is based on affirmative self-talk. The most important relationship you will ever have is with yourself. You become your own best friend by looking at yourself optimistically.

This must occur before you can establish meaningful relationships with others. It is not possible to be best friends with someone you don’t know or don’t like. So it is important to find out who you are and work to become someone you like and respect.

3. Self-Honesty. “Honesty, like gold, is to be obtained not by its growth, but by washing away from it all that is not gold” – Leo Tolstoy. The first person to cause you problems is yourself. The best way to locate the person responsible for most of our troubles is to literally look in a mirror. What can save us is a willingness to look in that mirror and get honest about our limitations, mistakes, and difficulties.

At my tenth college reunion I sat with a friend who I had been very close to in school. He had moved away after graduation and I hadn’t seen him for years. I was just beginning my second job, having worked at the first for ten years. He didn’t tell me how many jobs he had worked, but they were numerous.

He opined there were too many “idiots” in the world and it seemed he always ended up working with them. It became obvious to me from my friend’s tales of woe that he was the problem. If you want to understand the challenges in your life, you have to look at yourself honestly.

4. Self-Improvement. “When the archer misses the mark, he turns and looks for the fault within himself. Failure to hit the bull’s eye is never the fault of the target. To improve your aim – improve yourself” – Gilbert Arland. The first person you must change is yourself.

Teammates who experience relationship issues often look at everyone but themselves to explain the problem. Actually we should automatically look at ourselves and seek the cause. Searching for happiness by changing anything but your own disposition is to squander your time.

A danger of teaching conferences or writing articles like this one is people start to assume you’re an expert who has mastered everything you teach.

Nothing could be farther from the truth; I’m still in development. One of the tenants of Alcoholics Anonymous is “Progress not perfection.” And that will always be true for me. If I ever think I’ve finished growing, then I’m in trouble.

5. Self-Responsibility. ‘You must take personal responsibility. You cannot change the circumstances, the seasons, or the wind, but you can change yourself. That is something you have charge of” – Jim Rohn. The first person who can make a difference is you.

I believe significant accomplishments begin with the vision of one individual. That person takes responsibility to then carry the vision to his/her team. If you want to make a difference in this world, you must take responsibility for yourself.

I was recently conducting training at WalMart. The session had been conducted in the break room at the back of the store. As I was leaving, I came up to the doors to the main store. There was a mirror beside these doors.

Above it was posted a sign; “Take a good look at yourself. This is what the customer sees.” The message was clear, the employees were responsible for how they represent WalMart to the public.

As we discover ourselves, we recognize that our only choice is to stop blaming others, look within ourselves, and do the hard work of resolving the issues that are causing us problems. If you want to have better relationships with your team, then stop, look in the mirror, and start working on yourself. When you get the “I” right in your team, success will be your reward.


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The Ingredients to Run a Call Center Successfully

Call centers have become mandatory and indispensible part of Industries. From SMEs to Fortune 500 companies, call centers services have become the mode to keep the cost factors under check and maximize ROI. There were times when call centers were single tasking and restricted to calling only.

Now, with increasing work pressure and trend to go global, call centers have been coerced to diverse their services and offer wide array from software application development to B2B telemarketing and from Finance & Admin outsourcing to Infrastructure management.

However, managing these customer service centers is not an easy task. It takes lot of patience, soft skills, technology and a great team to streamline operations in a better way. The 24×7 services @ 365 days, lots of sales pressure, attrition rates and competition can wreak havoc on aspirations of running a successful call center until handled with a wise management perspective.

1) People Power: people are the backbone of any call center. Be it small, single leveled call center or multi-tier operation centre. The other two elements-strong technology and process knowledge should be laced with right people with right skills.

2) Technology Talks: Automatic Call Distribution (ACD), Customer Relationship Management Software (CRM), Interactive Voice Response (IVR) and Computer Technology Integration (CTI) Process are some of the names that now rule the call center scene. With the advent of these nouveau technologies, call center outsourcing services have become ever than easier to handle.

3) Management: Process in inbound call centers and outbound centers can be considered as holistic customer communications. From calling to telemarketing, taking feedbacks and addressing grievances of hundreds and thousands of callers, need experience and expertise. Only an expert management team can ensure the smooth and efficient working.

What risks can arise?

1) People Risk: Attrition rates can break the bone of any call center. Job hoppers or dull call center agents are of no use and cannot do any good to organization in any way.

2) Technology Risks: Fires, flood, power or system failure and data loss can sap the vigor out of any call center set up.

3) Management Risks: Management team lows on expertise and knowledge of business continuity can only result in dumped business. Management board in tandem with technology and man power can result in better deliverance of services and solid business strategy.

What can be done?

Call centers can be really popular with clients and masses if they tend to go to that extra mile to provide excellent quality oriented services. A right call center outsourcing services provider should have equal parts of above stated factors. For this, call centers are advised to screen candidates rigorously for skills and language aptitude.

The technology should be bolstered by redundant power supplies and infrastructure insurance. Management should keep a keen eye on market moves.

Top 5 Things to Remember When Applying For a Call Center Job


For almost close to a decade now, the business process outsourcing (BPO) industry is fast-growing sector. Although BPO companies are focusing more on countries like the Philippines and India, almost anywhere in the world there is sure to be a call center job.

Even China is starting to create its own outsourcing industry in terms of back end office services and not just in their manufacturing industry.

However, even though there are a great number of call center jobs being offered today, it is still not an easy thing to apply and get accepted. While the educational and work backgrounds of these customer service agents are varied, there are a few constant traits and qualities that hiring managers will always look for in an applicant.

The following are some of the areas that you might want to consider improving before you submit your application for any call center job.

1. How good is your English?
This applies to both the native English speakers and those who only consider it as their second language. We all know that the majority of these outsourcing companies service customers from countries like the United States, Great Britain, Australia that is why it is important that you know and can speak in good English.

2. Are you confident with your communication skills?
Most accounts will have you handle calls where people will ask for information, for instructions on how to do a certain task, or to buy or reserve a product or service. A higher than average communication skill is necessary to be efficient in this kind of job.

3. Are you patient enough to handle irate callers?
There will always be an irate caller and you can consider yourself lucky if a whole day passes by without a single one calling you. Patience is a virtue and it rings very true in a call center job.

4. Can you operate a computer and do you know how to use the internet?
While it might be unthinkable to even consider a person nowadays who does not know how to use a computer and browse websites, but the truth is there are still a lot of people who cannot even type on a computer. Make sure that you at least know the basics especially browsing the web, using a word processor and working with a spreadsheet.

5. Are you confident?
Are you confident enough to work in any call center position? The outsourcing industry is usually said to be a completely different world. It is the industry where people work in varying shifts, where people from all backgrounds meet and work as a team, and especially those who have high ego and competitive nature that might surprise or intimidate most others people. If you can handle these situations and personalities then you are made for this kind of job.