Thursday, 28 April 2011
Strategic Management: If it’s all about “Number One”
Strategic Management: If it’s all about “Number One”: "This is the thorn in most organisations side today. leadership flows from the top, mark my words, from the top. If there is a void, the..."
Strategic Management: The true Radical Revolutionary Strategic Managemen...
Strategic Management: The true Radical Revolutionary Strategic Managemen...: "This book is Revolutionary in many ways, it is also Extraordinary in every way imaginable. Nothing like it has ever been written. A..."
Strategic Management: Totally Unearthing Traditional Thinking on Strateg...
Strategic Management: Totally Unearthing Traditional Thinking on Strateg...: "If you slice and dice any strategy; then it just becomes a planned “fruit salad” We need structures and functions to be sterile. Ov..."
Strategic Management: Totally Unearthing Traditional Thinking on Strateg...
Strategic Management: Totally Unearthing Traditional Thinking on Strateg...: "If you slice and dice any strategy; then it just becomes a planned “fruit salad” We need structures and functions to be sterile. O..."
Totally Unearthing Traditional Thinking on Strategy
If you slice and dice any strategy; then it just becomes a planned “fruit salad”
We need structures and functions to be sterile. Over segmentation and the division of the organisation into more or less autonomous strategic business units, that specialise, and start doing things that are not traditionally their function, with the duplication of functions and elements of strategy are never wise; it’s a recipe for sure disaster.
Where one department also share the next department’s functions, when nonetheless, they both have dissimilar core functions; for instance, where finance and HR – Human Resources - want to both share the final authority to approve leave for instance...then we have successfully created potential conflict. We see and have many such instances in business today, why?
I am sure we have heard it before, and with good reason, it’s the truth, a fact of life. That “Apples belong with Apples”, and then “Pears with Pears”, then fruit with fruit and meat with meat; so the structure stays healthy. Like with like.
Even in nature, we don’t get one tree brining forth several varieties of fruit, and a lamb will never give you pork chops, and beef fillets when slaughtered.
No its one tree with one type of fruit only. Order in all things must prevail, it is the first rule of nature, and then, then we see balance prevail, when rules triumph. Only humans have disturbed this natural order of things, subliminally we have an in bread tendency to do it, daily. How does this become relevant to strategy you may ask? It is logic! You think? Then why do we find so much chaos all over. Again, it is a contest of our will, and our minds competing – logic and reason.
Well the point I want to drive home here today is this; Duplication is waist, and always bottlenecks enterprise at some point. We get many examples of misalignments, overlapping, and diversification...of business functions, we need to gauge the impact and results of all these aspects of doing “business unusual”, to see if it is good business practice, best practice, or just plain smart or not?
If not, then we need to re-think our “logic”. The same principle applies with all things strategically relevant, that need to comply with logic, and reason, then natural laws;
1)You must decide what you want from your strategy and be very specific with the results expected; then only will you be able to move to;When you want it, how you want it, and how much of it you want, specifics is key to getting some required detail, to create order with, that sprouts required balance, in structuring events and elements of strategy
2)Your mind can only think critical if we deal with one aspect at a time...
We need to see it in order to have it done; same with functions, if all things reside with one person, or department, then we have created order, then follows structure and it results in balance. Then we know with a certainty who, what, where, when, and how...
3)Don’t waver; a woman is never half pregnant, she is or she’s not, we are either going for it flat out, or not at all...
You must do things with conviction; half hearted effort does not boil the food well, like true passion will boil it over. Don’t have disproportionate efforts dealing with aspects, proportionality in all things, equates to balance again. Slicing ad dicing department functions into smaller or different entities, only assist with weakening efficiency...never a good idea.
4)Persistence is the best weapon against stagnation; there is nothing that beats the persistent person and his effort on earth, no rock to hard, no mountain to high, no ocean to wide, no wind to strong, nothing...
Make sure you have the right man with the right tool for the job...directing.
5)Be results driven; win small battles, on your way towards winning the bigger wars, to have a successful overall campaign.
You cannot manage that which you cannot measure; strategy is all about measures, when segmented and divorced from its normal flow it becomes a fruit salad, a mix of things undistinguishable. Strategy requires differentiation and distinction, we need to be able to say, hay the “banana” has gone rotten, replace... etc. Not possible when you only see fruit salad.
With “Strategic Targeting” we try to find and identify those things that blur and block our aim, and thus our reality. When we need to see clearly; it is the mental process of - Identify, Clarify, Quantify and defining of our objectives and goals first. We cannot do this if we cannot differentiate or measure what we want, have, etc. Always Identify, Clarify, Quantify for ourselves first, and then start pointing the way for others, with this knowledge. Without strategic targeting to keep us on aim, we tend to want to specialise, then segment and over “divisionallise” to our own detriment.
“Only fools rush in and then onward” on a hunch that is – once again, only when strategic parts stay and remain clear, visible, can we see when they fail, and where.
Clearly understood instructions, and expectations when seeking for solution, come from having set directives to follow. Then we won’t find haphazard management that creates specialisation, and diversification, to stick plasters on soars, cuts and burses, of the organisation due to its misalignment with its strategic intent. By staying true to the requirements of its core function.
Progress is only possible, and felt at the service levels, when we follow clear guidelines and protocol. When our work functions are not segregated or dispersed across many tiers and business functions of the structure, and business units. Solutions become clear; only when we have a transparent and totally accountable person, people, unit, division, or department as a concept to work with.
The concept must be fully encompassing, and be a total solution. The collective envisions the contemplated solution against; what we know now, or have assumed, and have to work with, vs. who, where, what, when, and how this will solve the problem - and “who” will be responsible.
Only then; will planning become specific and directed – because initiative flows again. Only; when we know who to blame, and then also who to compliment, will we know we have structure that works, and unites people with their work and responsibility. If there is; no direct responsibility, then you will find no discipline, no order, no accountability, no structure ,and then no balance...lots of NO;s just because of one misalignment, take care.
It’s not always about efficiency, but also effectiveness – working hard towards that which is becoming significant – and worthy of our effort and time spent – only then does planning become a useful exercise if it connects its burden with people, to make it their business.
Here at this point, when we see and recognise that strategy has duality – two sides of a coin exiting as one entity. One part peoples things and thinking, and the other part systems and structure that need to unite.
Only if we stay close to this knowledge; then will we create opportunities to make our competition irrelevant...at some point.
Now - Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;Strategic book sale site
5)Be results driven; win small battles, on your way towards winning the bigger wars, to have a successful overall campaign.
You cannot manage that which you cannot measure; strategy is all about measures, when segmented and divorced from its normal flow it becomes a fruit salad, a mix of things undistinguishable. Strategy requires differentiation and distinction, we need to be able to say, hay the “banana” has gone rotten, replace... etc. Not possible when you only see fruit salad.
The solution is taking this avenue;
With “Strategic Targeting” we try to find and identify those things that blur and block our aim, and thus our reality. When we need to see clearly; it is the mental process of - Identify, Clarify, Quantify and defining of our objectives and goals first. We cannot do this if we cannot differentiate or measure what we want, have, etc. Always Identify, Clarify, Quantify for ourselves first, and then start pointing the way for others, with this knowledge. Without strategic targeting to keep us on aim, we tend to want to specialise, then segment and over “divisionallise” to our own detriment.
“Only fools rush in and then onward” on a hunch that is – once again, only when strategic parts stay and remain clear, visible, can we see when they fail, and where.
Clearly understood instructions, and expectations when seeking for solution, come from having set directives to follow. Then we won’t find haphazard management that creates specialisation, and diversification, to stick plasters on soars, cuts and burses, of the organisation due to its misalignment with its strategic intent. By staying true to the requirements of its core function.
Progress is only possible, and felt at the service levels, when we follow clear guidelines and protocol. When our work functions are not segregated or dispersed across many tiers and business functions of the structure, and business units. Solutions become clear; only when we have a transparent and totally accountable person, people, unit, division, or department as a concept to work with.
The concept must be fully encompassing, and be a total solution. The collective envisions the contemplated solution against; what we know now, or have assumed, and have to work with, vs. who, where, what, when, and how this will solve the problem - and “who” will be responsible.
Only then; will planning become specific and directed – because initiative flows again. Only; when we know who to blame, and then also who to compliment, will we know we have structure that works, and unites people with their work and responsibility. If there is; no direct responsibility, then you will find no discipline, no order, no accountability, no structure ,and then no balance...lots of NO;s just because of one misalignment, take care.
It’s not always about efficiency, but also effectiveness – working hard towards that which is becoming significant – and worthy of our effort and time spent – only then does planning become a useful exercise if it connects its burden with people, to make it their business.
Here at this point, when we see and recognise that strategy has duality – two sides of a coin exiting as one entity. One part peoples things and thinking, and the other part systems and structure that need to unite.
Only if we stay close to this knowledge; then will we create opportunities to make our competition irrelevant...at some point.
Now - Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;Strategic book sale site
Totally Unearthing Traditional Thinking on Strategy
If you slice and dice any strategy; then it just becomes a planned “fruit salad”
We need structures and functions to be sterile. Over segmentation and the division of the organisation into more or less autonomous strategic business units, that specialise, and start doing things that are not traditionally their function, with the duplication of functions and elements of strategy are never wise; it’s a recipe for sure disaster.
Where one department also share the next department’s functions, when nonetheless, they both have dissimilar core functions; for instance, where finance and HR – Human Resources - want to both share the final authority to approve leave for instance...then we have successfully created potential conflict. We see and have many such instances in business today, why?
I am sure we have heard it before, and with good reason, it’s the truth, a fact of life. That “Apples belong with Apples”, and then “Pears with Pears”, then fruit with fruit and meat with meat; so the structure stays healthy. Like with like.
Even in nature, we don’t get one tree brining forth several varieties of fruit, and a lamb will never give you pork chops, and beef fillets when slaughtered.
No its one tree with one type of fruit only. Order in all things must prevail, it is the first rule of nature, and then, then we see balance prevail, when rules triumph. Only humans have disturbed this natural order of things, subliminally we have an in bread tendency to do it, daily. How does this become relevant to strategy you may ask? It is logic! You think? Then why do we find so much chaos all over. Again, it is a contest of our will, and our minds competing – logic and reason.
Well the point I want to drive home here today is this; Duplication is waist, and always bottlenecks enterprise at some point. We get many examples of misalignments, overlapping, and diversification...of business functions, we need to gauge the impact and results of all these aspects of doing “business unusual”, to see if it is good business practice, best practice, or just plain smart or not?
If not, then we need to re-think our “logic”. The same principle applies with all things strategically relevant, that need to comply with logic, and reason, then natural laws;
1)You must decide what you want from your strategy and be very specific with the results expected; then only will you be able to move to;When you want it, how you want it, and how much of it you want, specifics is key to getting some required detail, to create order with, that sprouts required balance, in structuring events and elements of strategy
2)Your mind can only think critical if we deal with one aspect at a time...
We need to see it in order to have it done; same with functions, if all things reside with one person, or department, then we have created order, then follows structure and it results in balance. Then we know with a certainty who, what, where, when, and how...
3)Don’t waver; a woman is never half pregnant, she is or she’s not, we are either going for it flat out, or not at all...
You must do things with conviction; half hearted effort does not boil the food well, like true passion will boil it over. Don’t have disproportionate efforts dealing with aspects, proportionality in all things, equates to balance again. Slicing ad dicing department functions into smaller or different entities, only assist with weakening efficiency...never a good idea.
4)Persistence is the best weapon against stagnation; there is nothing that beats the persistent person and his effort on earth, no rock to hard, no mountain to high, no ocean to wide, no wind to strong, nothing...
Make sure you have the right man with the right tool for the job...directing.
5)Be results driven; win small battles, on your way towards winning the bigger wars, to have a successful overall campaign.
You cannot manage that which you cannot measure; strategy is all about measures, when segmented and divorced from its normal flow it becomes a fruit salad, a mix of things undistinguishable. Strategy requires differentiation and distinction, we need to be able to say, hay the “banana” has gone rotten, replace... etc. Not possible when you only see fruit salad.
With “Strategic Targeting” we try to find and identify those things that blur and block our aim, and thus our reality. When we need to see clearly; it is the mental process of - Identify, Clarify, Quantify and defining of our objectives and goals first. We cannot do this if we cannot differentiate or measure what we want, have, etc. Always Identify, Clarify, Quantify for ourselves first, and then start pointing the way for others, with this knowledge. Without strategic targeting to keep us on aim, we tend to want to specialise, then segment and over “divisionallise” to our own detriment.
“Only fools rush in and then onward” on a hunch that is – once again, only when strategic parts stay and remain clear, visible, can we see when they fail, and where.
Clearly understood instructions, and expectations when seeking for solution, come from having set directives to follow. Then we won’t find haphazard management that creates specialisation, and diversification, to stick plasters on soars, cuts and burses, of the organisation due to its misalignment with its strategic intent. By staying true to the requirements of its core function.
Progress is only possible, and felt at the service levels, when we follow clear guidelines and protocol. When our work functions are not segregated or dispersed across many tiers and business functions of the structure, and business units. Solutions become clear; only when we have a transparent and totally accountable person, people, unit, division, or department as a concept to work with.
The concept must be fully encompassing, and be a total solution. The collective envisions the contemplated solution against; what we know now, or have assumed, and have to work with, vs. who, where, what, when, and how this will solve the problem - and “who” will be responsible.
Only then; will planning become specific and directed – because initiative flows again. Only; when we know who to blame, and then also who to compliment, will we know we have structure that works, and unites people with their work and responsibility. If there is; no direct responsibility, then you will find no discipline, no order, no accountability, no structure ,and then no balance...lots of NO;s just because of one misalignment, take care.
It’s not always about efficiency, but also effectiveness – working hard towards that which is becoming significant – and worthy of our effort and time spent – only then does planning become a useful exercise if it connects its burden with people, to make it their business.
Here at this point, when we see and recognise that strategy has duality – two sides of a coin exiting as one entity. One part peoples things and thinking, and the other part systems and structure that need to unite.
Only if we stay close to this knowledge; then will we create opportunities to make our competition irrelevant...at some point.
Now - Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;Strategic book sale site
5)Be results driven; win small battles, on your way towards winning the bigger wars, to have a successful overall campaign.
You cannot manage that which you cannot measure; strategy is all about measures, when segmented and divorced from its normal flow it becomes a fruit salad, a mix of things undistinguishable. Strategy requires differentiation and distinction, we need to be able to say, hay the “banana” has gone rotten, replace... etc. Not possible when you only see fruit salad.
The solution is taking this avenue;
With “Strategic Targeting” we try to find and identify those things that blur and block our aim, and thus our reality. When we need to see clearly; it is the mental process of - Identify, Clarify, Quantify and defining of our objectives and goals first. We cannot do this if we cannot differentiate or measure what we want, have, etc. Always Identify, Clarify, Quantify for ourselves first, and then start pointing the way for others, with this knowledge. Without strategic targeting to keep us on aim, we tend to want to specialise, then segment and over “divisionallise” to our own detriment.
“Only fools rush in and then onward” on a hunch that is – once again, only when strategic parts stay and remain clear, visible, can we see when they fail, and where.
Clearly understood instructions, and expectations when seeking for solution, come from having set directives to follow. Then we won’t find haphazard management that creates specialisation, and diversification, to stick plasters on soars, cuts and burses, of the organisation due to its misalignment with its strategic intent. By staying true to the requirements of its core function.
Progress is only possible, and felt at the service levels, when we follow clear guidelines and protocol. When our work functions are not segregated or dispersed across many tiers and business functions of the structure, and business units. Solutions become clear; only when we have a transparent and totally accountable person, people, unit, division, or department as a concept to work with.
The concept must be fully encompassing, and be a total solution. The collective envisions the contemplated solution against; what we know now, or have assumed, and have to work with, vs. who, where, what, when, and how this will solve the problem - and “who” will be responsible.
Only then; will planning become specific and directed – because initiative flows again. Only; when we know who to blame, and then also who to compliment, will we know we have structure that works, and unites people with their work and responsibility. If there is; no direct responsibility, then you will find no discipline, no order, no accountability, no structure ,and then no balance...lots of NO;s just because of one misalignment, take care.
It’s not always about efficiency, but also effectiveness – working hard towards that which is becoming significant – and worthy of our effort and time spent – only then does planning become a useful exercise if it connects its burden with people, to make it their business.
Here at this point, when we see and recognise that strategy has duality – two sides of a coin exiting as one entity. One part peoples things and thinking, and the other part systems and structure that need to unite.
Only if we stay close to this knowledge; then will we create opportunities to make our competition irrelevant...at some point.
Now - Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;Strategic book sale site
The true Radical Revolutionary Strategic Management Matrix For Predators
This book is Revolutionary in many ways, it is also Extraordinary in every way imaginable. Nothing like it has ever been written.
A true Strategic Miscellany of divergent knowledge and wisdom, combined, into one Matrix. With all the fields of knowledge necessary to create the concept of strategic trinity.
Written with remarkable true insight about what cripples and what excels strategy. With strategic insight, bleeding into military principles, some history, and philosophy on War, with the Art of War, Sociology, Psychology. Mixed with a good dose of street smarts, as well as practical tools, all fields of Strategic Wisdom and knowledge combined in one book. Have never seen it done? It’s here...
Learn more about new emerging things in strategy: Like;
Whether you think you can do a thing or not, in either case you are right.
The Strategic Time Spiral Continuum starts off with this notion, by looking at our thinking premise and culture first, and how any paradigm shift could influence our overall thinking at the core.
No theory or system will alter how you see yourself and the world, if we do not stop and contemplate its necessity. Something needs to break, before we reach for the tools to repair it, to challenge us to change, or do introspection. Things that are becoming more profound are Spiral Dynamics. What is Strategic Spiral Dynamics? Well, firstly Spiral Dynamics is a powerful model and predictive theory of human development and Cultural Revolution and its evolution. It has emerged as a powerful instrument for understanding the complexity of human behaviour and understanding. Spiral Dynamics has been successfully employed around the globe for conceiving and implementing real-world integral solutions to social conflicts and for catalyzing individual evolutionary transformation strategy.
Do you now see why you will become extinct soon if you do not do some serious reading;
Now - Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;Book detail and store
Here is a free preview of this RADICAL REVOLUTIONARY BOOK Look inside: don't miss this
here is the preview link; Look inside this book
If it’s all about “Number One”
This is the thorn in most organisations side today. leadership flows from the top, mark my words, from the top. If there is a void, then it’s because there no real leader. It’s not the people, the strategy, the systems, or the resources, its just the absence of power. Then you get yet another reality, that of political appointments. Political appointments have the tendency to be just puppets, using their positions, the trend is that they only look out for themselves, their family and friends first, only in it for the money, and to further their own agendas, and political future, and then you have people getting appointed that have no business in these positions today as a matter of politics. Then the emphasis of what management implies and signifies shifts to a warped reality. It’s like having a red Mini with a Ferrari badge on, it’s just not the same thing. It’s all window dressing. They tend to use power to prove that they are right and able no matter what the results of their actions, at any cost. On being right at any cost... it is nothing less than self-preservation, and comes at a high cost, you pay for it in efficiency, effectiveness, and consistency - all-round. In an ethical organisation, they give emphasis to being content; over being right all the time, getting along, sorting out differences and moving on becomes the norm – a team effort.
Ethical and un-prejudiced conduct, is the suit to wear today and no longer just playing in favour of mainstream party politics. Leaders have to make trade-offs between these two extremes. In order to become good leaders, we have to be able to point fingers at one another and rub shoulders with staff – and differ – from time to time. We have to take a firm stance at some point as well, otherwise everything just becomes ordinary chit-chat, and you cannot just let everything slide into chaos. Order requires two elements; discipline and mutual respect. Self discipline and mutual respect needs to prevail before structure will emerge to hold things in place, such as leadership – a natural order of things as they exist.
Ethics should become the leadership’s edge – this won’t happen in an environment where talk is cheap, from “command and control” practitioners – in disguise. Codes of good conduct are necessary, however not to the extent where it becomes a 50 page document; that spells out every single aspect of conduct, it needs to be to some extent, almost standard rules. In most cases, the “lack of discipline” is actually a “lack of inspiration” and management skills. People who cannot manage, and lead, rely on rules, policy and procedures. Blind conformity to rules, codes of ethics, and so forth and so on, creates stagnation, everyone is just too afraid to act. Then rules seem to be applied differently, as we deem fit. “Ethical people” – shout foul, at every opportunity, as a means to wedge themselves into control and distract attention away from their own wrongdoing. Ethical behaviour is not behaviour guided by rules, but by principles. Behaviour that only satisfies self-interest is unethical.
By only serving “number one” and his interests, by dancing to his tune all day and night – you inevitable steer away from a human attribute – that favours fairness. It creates an atmosphere where everyone wants their worth to be noticed and realised – you just cannot move forward, or ever have closure in a self-consuming environment. Then the plot is lost, and you no longer serve a leader, you serve an ideology, an organisation, an objective. Where leaders think they are gods, it creates a culture where someone always has to win and someone has to lose, thus no one really gets close to the cheese they just get to smell, and even see it. But taste it, never...
Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;Get the book here
Strategic Management: Life’s Cardinal Truth about Principle Centered Liv...
Strategic Management: Life’s Cardinal Truth about Principle Centered Liv...: "Simple, yet practical truths, golden rules, and ways of enforcing and instilling good behavior. A) Don’t spoil people too much , to t..."
Life’s Cardinal Truth about Principle Centered Living.
Simple, yet practical truths, golden rules, and ways of enforcing and instilling good behavior.
A) Don’t spoil people too much, to the point where you’re in fact robbing them of their worthiness. Their potential to appreciate what they have achieved in life through hard work. The things that they have achieved themselves gives them pride and joy. For anything worth having has a price tag, every person knows fully well, that we value those things most, that we had to sacrifice time, love, and energy for. We are also brought up to know what we are entitled to and what not. Only “things” that one had to work hard for, by having sacrificed are truly worth having, remember this always. It is within all human’s nature to “want” things they don’t really need. Human’s will always be testing each other’s good nature to see how many of these “things” that you have and that they “want”, you will sacrifice on their behalf because of your relationship with them. Learn to say No when you feel that you are being exploited and mean it. You will never be doing anyone a favour, by just giving away your hard earned things that they “want” without putting in any sacrifice themselves. Realise that anything given without work will become meaningless to them anyway, once they have filled themselves with it, they will hate you. The truth is that there are no short cuts in life. Food and clothes as well as medicine, can be given. Houses, cars and electricity should be earned. Life in itself is about making transactions and learning from it, followed by patience and perseverance, we need to teach the poor this aspect, so that they may come to power in principled living. They need to understand the required effort of each need and want, its price tag, and without currency, we will never be able to afford it. Effort becomes currency, without effort there will never be a win-win situation, only win-lose or lose-win, and lose-lose. This in itself is not conducive to growth and development of any people, or nation in any way. We only promote poverty, and dependency, by throwing things at the poor and needy that makes us feel better, without teaching them the gift of principles. You will be doing yourself and them a great disservice by indulging in the practice of free hand-outs. This practice could also be interpreted as discrimination. Because we take away their pride, and reduce them to nothing - just beggars and thieves. This is a universal principle, of nothing for nothing. “They say that No good deed goes unpunished”, this is where this saying comes from...
B) Never use force in any fashion or form as a means to get things done. It only teaches your subordinates that muscle is a means to get leverage over people. This then becomes a means, and eventually all that counts, and it is fast, takes little effort and patience. People who grow up within an environment with much coercion and persuasion via violent means, tend to become reckless, and they too learn how to use it, and will shift their focus towards ascertaining such perceived power, and more of it, as a means to get their things done. People in general tend to respond more willingly to being led and taught by someone that they consider being knowledgeable, and respect, than what they do to people using forms of coercion power.
C) On the other side of this coin, all humans instinctively crave for stability and safety in any environment that they find themselves in. Safety in terms of their jobs being secure and security in terms of being cared for and looked after. This aspect is only to be found where true order prevails and as a means of keeping order one needs to be firm. There needs to be rules and discipline, and it needs to be applied fairly at all times. We all inherently prefer firmness, it builds confidence, (not referring to arrogance or autocratic means) but rather an open honest straight to the point type of interrelationship based on truth, so that everyone knows where he or she stand.
D) Allow for mistakes to be made and don’t see them as problems either, but as opportunities for personal growth and leadership. Understand that the road to competence is long and dangerous. If you have never been lost until you have found your way again, then you will never know the value of knowing how to find direction, and you will never find your way without getting lost. Therefore, don’t make people feel that by making mistakes they are in actual fact committing sins. They, as you have, need to find their own way and what better way of building competence than emerging from incompetence victoriously. However, if we do not see the relevance of this aspect, we will be creating blind followers with no confidence in themselves, or their leaders, they will all feel that they are no good and start walking around with canes.
E) The next trait is consistence in terms of your perception, judgment and resulting actions. It is very hard to conform to this aspect of consistency, we are all-human and change things. If and where things change to fast, people get lost as well, or they feel out of place, and uncomfortable. Change, is forever influencing our conceptualised moral and ethical stance on matters arising. Nevertheless, be as consistent as possible by any measure, and where you have to move from one premise to the next, explain yourself accordingly. Perceived inconsistency confuses people terribly, they become very disillusioned because of this and they then resort to start looking for the cause. This is a sure-fire way to create division in the ranks and elicit a lot of emotional criticism.
F) Very important, don’t ever commit to making a promise based on any other promises made to you. Or on information passed on to you, that you have no means of verifying or controlling. Promises should only be made on things that are well within your sphere of control. Don’t make this fatal managerial mistake ever. A promise is a contract to deliver. If you don’t, then it reflects badly on you, no matter what the excuses may be, or who or what is responsible, people lose faith and trust if they don’t get what they were promised. Your word is your honour. In fact so much so that where promises are broken more than not, it totally degrade your trustworthiness and creates suspicion if you cannot deliver on promises made. You might even come across as being incompetent and run the risk of being branded a liar, or as being devious.
G) Never treat other people unlike the way you would like to be treated yourself, or expect to be treated in the first instance. Respect cost nothing. So too does good manners. The old saying of, do not do unto other as you would have done unto yourself. Don’t make people feel small and insignificant in your presence, if you are, then you are in fact making fire under your house, - lots of enemies with the people you live or work with. No one is your enemy until we make him or her our enemy. This type of behaviour will usually also spawn “Big Shot” behaviour, where everyone will become an expert unto themselves, to protect themselves from possible or even perceived future belittlement.
H) Don’t do things for people that they can do for themselves, you will become the pack mule and ultimately everyone will eventually feel comfortable with dumping their responsibilities in your lap, or should that read on your back? This will create inner unwanted conflict.
I) Do away with an “open door policy’ when it comes to bitching and moaning, it is one of the key ingredients to starting up office gossiping and creating division and suspicion. In line with this, never allow bad habits to attract attention, and then it takes months to sort out. The hot stove approach must be followed where bad, or incorrect behaviour is reported, rectify any bad habit immediately. Gossiping and email abuse especially, and any other form of instigation. Rather implement a formal grievance procedure policy where every “accused” is rightfully afforded the opportunity to defend him or herself, by first having reduced every accusation to paper before it is entertained.
J) Endeavour, never to correct people in front of colleges, they might take it personally; they will take much more notice of your concerns in private. However – there are certain instance where it is called for...
K) In the heat of conflict, try to determine what the question is that requires a resolution. By trying to reason with anyone in the heat of battle is futile, for some reason people in general create a mental block. Their hearing tends to be less than what it should be and so to their co-operation and response. It’s all right to take any remedial action required to solve the question, but let’s not talk about it until later.
L) We generally tackle “wrong behaviour” by asking the person concerned to explain his or her behaviour, like with our children. With adults, this approach backfires; it stands to reason that if he or she knew it was wrong they would not have resorted to such behaviour in the first place, or would they? If adults start behaving like children then it is because we treat them as such. Rather move your focus from trying to understand the motive or frustration behind the irrational behaviour towards trying to understand the frustration that caused such behaviour. In this way, you will effectively find the answer and solve the behaviour problem amicably as well.
M) Universally all people are endowed with the seeds of righteousness, moreover don’t always resort to preaching as a means of trying to correct behaviour, you will be surprised to learn that everyone knows the difference between right and wrong. Rather apply discipline, by pointing out clearly the consequences of crossing the line and the inevitable results that will follow if the behaviour does not change.
N) They say that honesty is a virtue, but don’t over tax honesty too much, strangely enough it has the opposite effect, people are easily frightened into telling lies. They do this in an effort to try to protect or defend their image. Image is an emotional matter and so is lying, so it’s okay to lie if it will keep the image intact.
O) People tend to become deaf towards others that nag, so stop nagging and begging. Realise that you have a responsibility to fulfil, firstly towards your employer and then yourself, to be fair but also firm is very expectable and even required, this requires some form of nose to nose interaction at times, you will be amazed to see how junior supervisors are able to do this.
P) The only way to protect your organisation from disastrous consequences is to get your staff to learn from experience before they become leaders. This in itself is a required life cycle in the scheme of becoming an effective leader. The more you tighten the noose the more you suffocate the enterprising spirit of man; therefore you will have to do the complete opposite and let go. In the initial stages this will require a lot of 360° thinking and explaining, by letting go you will have to be very specific about what you want and by explaining the consequences, responsibility and accountability as well as the desired objectives clearly, before you attempt to let go. The more you do, the better the habit starts forming, until it becomes a ritual or trait.
Q) The breakfast of champions is good continuous feedback. Without feedback, we have no measure of our progress or success. Once again you cannot manage that, which you cannot measure. The measure of quality positive feedback will and should become your benchmark of achievement and the openness of the relationship, all other systems and measures to gauge performance by should become subordinate to this.
R) Never forget the fundamental concept of actions specifically aimed at achieving greater understanding, to stimulate our reasoning, and converse our enthusiasm into encouragement and better responses. This in itself requires a lot more listening and less over-analysing. Moving away from biasness and a lot of talking, a total seamless ability to exercise self-control.
S) Learning is conceptualised through experimentation and analysing of things as they exist naturally and the reasoning for their existence, therefore questioning the reasoning of anything’s existence to ascertain logic and insight should be encouraged as it is a very natural process of thinking. We ask questions to ascertain truth.
T) The question of spending quality time. Quality time spent weighs far heavier in the corporate environment, especially on maintaining and forming of crucial individual relationships, by spending too little quality we create distance. The principle of out of sight out of mind, out of touch, creates a sense of out of reach. We should spend time with individuals within our organisation and outside and we should make those interactions count. Quality time is always measured in the fact; in how we spend our time that counts and not the amount of time we spend in doing so that really amounts to something worthy of mentioning.
U) Do not concentrate on rewarding small achievements, people may learn to enjoy poor or average performance because of it, be wary your focal point for benchmarking performance and rewarding it accordingly. Our ability to motivate and grow will be determined by our ability to recognise and appreciate the true ability to perform consistently and effectively. We should not award burst of achievement rather shift our focus on extraordinary continued performance and reward that.
V) People who ask honest questions should be endured, if you don’t they might resort to seek their required answers elsewhere.
W) As a leader and or manager do not ever think that it is beneath your dignity to apologise, any honest apology makes for an immediate substantial deposit of trust into that persons personal bank account. Furthermore, acknowledge that you do not know everything and that every interaction, is still considered to be a learning experience by yourself daily. Be more human, be open to criticism and respond with optimism. Leaders need to be seen to be human to be effective, even icons make mistakes. That way you will not be judged on a pedestal and be criticised in an unforgiving manner. This releases undue pressure.
X) Don’t let people’s fears arouse their anxiety, or yours and then they will become more anxious and bewildered, show courage and wisdom in such instances. This will instil trust and camaraderie.
Y) Treat you colleagues the way you treat your family and friends, with kindness, compassion, truth, trust and empathy and they will become your closest allies.
Z) Remember we all learn more from role models and stewardships than what we do from critics and books.
Credit to Johan Campbell
Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;Bookstore, get your copy here
Free Strategy and Business Quotes, Phrases, Parables and Notations
These quotes are my own, you may use them free without any further permission, just make sure to give credit where it is due, or have a mention, or link back here please; The Author Reinier Geel.
1. People in general won’t go over to action, until they have: identified, quantified, and qualified their motivation.
2. Bad habits are like a comfortable bed, easy to get into, hard to get out of...habits form rituals, that impact on our global corporate culture
3. Activities of mind, are most strongly driven by personal motive; what we want and our sense of self centered fulfillment always comes first, seldom do reason, choice change, enter prior these primitive thoughts.
4. If social reforms are based only on a sense of freedom; equality, and justice. Then conflicting notions of how to be equal, and just, will render the approach useless and it then becomes a strategic conundrum...
5. If society today was penalized, based on human ignorance, we would be the highest scoring of all time. We know very little, and care less.
6. Some were born with strategic minds, others with business, some with a keen sense of exploration & invention, and some this always trumps all our other traits, all childlike things wins.
7. Hindsight is an exact Science, foresight is a gift, strategy is an art, all mastered by very view...
8. Revolutionary ideas infused with strategy, breeds progeny seldom witnessed before. Supersonic flight was bred in this fashion, on the edge
9. Any self improvement process, that works, should involve a reality check, to see if we will like the new us. Nothing changed still fits perfectly...
10. Learning is supposed to evolve our genes; turn them on, and this made us smarter how? So with every generation we should be getting smarter and smarter: 200 000 yrs later we get? The smiley face – wow : 0)
11. We have been around for 200 000 years now: and still we can't decide which came first: the chicken or the egg?
12. Intelligence has always been ascribed to the size of the brain in species; still size isn't everything as we are still only able to use 10% of our brain?
13. In many instances, it's not only the leader; it’s the followers of an ideology that are to blame for a lack of commitment to a total paradigm shift...
14. Strategist lead and direct by evoking critical thinking, they are not just methodical, they are critical, informed and guided by principle, the question then is which principles?
15. What we do today, we might have to live with tomorrow. It just proves that everything is truly connected, at some point, somewhere, somehow...it all connects and re-connects.
16. The very principles we follow and develop today, will determine if we will be here tomorrow to teach them...funny how that gives us very little assurance...
17. Stagnation; is the basic survival instincts of a primitive brain, we too, acting much as other animals, by just repeating a routine to get a reward, then we wonder why we don’t evolve?
18. An entrepreneur wants things to happen. An opportunist waits for things to happen. The strategist makes these things happen.
19. Strategy is a process by which a collective defines its intent to successfully achieve its fundamental purpose...
20. Entrepreneurial success is an orientation; towards personal, rationality, being calculating in exploiting personal advantages.
21. Most great plans today aren't strategic. They are just very nice, well thought out deliberated and structured plans, or high-level ideas.
22. What gives us a greater degree of certainty, planning or spontaneity? The one without the other is like shoes without socks; it becomes messy after a while, and painful.
23. Business of any nature too day needs things to get into orbits and start its own continuum; this then requires clarity and certainty, therefore strategy...
24. Strategy ring-fenced by our business environments scope and vision, and bounded by personal limitations, causes strategic rot and it’s become endemic...
25. It’s how we add value that defines the borders of our scope and imagination too others, that ultimately illustrates our strategic brilliance.
26. If the speed of change is in step with our speed of progress; then should we miss a gear will we be out of synch.
27. Begin to recognize and realize today; that how we think is so much more important than what we think!
28. You can have the best concept ever! But, if poorly designed and executed, it's ruined. Take care whom you trust with your dreams...
29. The speed of change; equals the amount of courage. Without courage we just won't act. Then change comes and forces us to adapt or die.
30. The ultimate skill in working with strategy: is perception management. He who shapes perception shapes everyone’s reality...
31. Strategy performed without expecting chaos. Is like fishing and hoping not to get wet... Sometimes it happens sometimes not. You never know.
32. Cause and effect - should be taught at school. Before we think about teaching people about constitutional rights. Rights just don't make it right...
33. Sensory observation delivers multiple results, and conflicting mental patterns. No wonder we sometimes don't see it until it’s too late...
34. Total flexibility in principles of planning strategy: has become the norm rather than the exception. For good reason: we have become tribal, culture becomes the number one factor influence in planning...
35. Concepts: require at least 4 attributes, to be identifiable. Linking attributes to vision, delivers a better concept. People want to see it
36. Sanity is a notion we hold onto for dear life, so that others may accept us, based only on what they too believe to be a definition of sane to be, how sane is that?
37. He who walks alone: walks further faster. In order to get ahead and stay there, it is sometimes wise to just DIY, and ignore all the others...
38. The way the water flows during a storm is set, never directed by the rain or winds direction. Influences on strategy to follow these natural laws.
39. Passion! a gift known by very few...they are the predators, that realize that hunting has more benefits that being hunted. Fair-game or Lion?
40. Seeing is believing; but when seeing so little how can belief still be validated?
41. Knowledge is one thing, wisdom is many, be sure to know where to find that one thing that will open the door to many.
42. Effort amounts to nothing, if not focused, focus does nothing, if not clear, and with clarity....clarity in all things come only from wisdom.
43. Reality is just an illusion caused by stereotyped thinking: creating a perception of how all should; feel, think, be, and have to be...
44. Solving strategic conundrums requires obedience to strategic principles: first the OODA Loop: Observation, Orientation, Decision and Act.
45. Four basic principles, on which strategy resides, summarized in one word,” Power”. If you want power, study the “Warpath”, “Grand Strategy”, all aspects of “Influence” and then how “Leadership attributes” influence people to follow, and you will see the way...
46. This world is changing fast, and so should we. We can no longer rely only on one school of thought, when we require a matrix of knowledge
47. All strategy starts with when you get an idea, and then you have 2 choices: 1. Think on it then Act on it. Or 2. Think on it then Sit on it.
48. Management: when done right, is supposed to unite the strategic brilliance of men working together, by combining effort into strategy
49. Strategy becomes fuzzy, at the point where no one takes responsibility, and start pointing in different directions Then the wheels come off
50. Where there is a will there's a way, but the thing with will is, it comes and goes willingly...
51. Acid test: The biggest challenge for leaders today is to manage without enough resources, and too produce without having sufficient capacity
52. Disasters happen in stages; first patterns emerge, that cause incidents, then accidents, then disaster. Develop a sense for things unusual.
53. Management has become somewhat of a fuzzy discipline. We need to get back to the basics; CCC; Command, Control and Communicate...
54. During times of change, paranoia sets in. The secret is, out of chaos comes order, the test is leadership’s ability in turning this tide...
55. Strategic limitations; are because of thinking, and not only what we think...all things connecting past, present and future, are required
56. Thinking about cause and effect is for free; what follows, or a total lack of it, this is normally where the real money is spent...or not.
57. War! Is not the place where you want to be finding out, that you were not "ready to be tested". Strategy follows the same path.
58. A Paradigm is a way of thinking about something specific that is critical. The evaluation of specifics creates a current awareness and bias..
59. The very essence of "Revolutionary" ideas, have charted the course of history, from Newton to Picasso, from science to art. It's at our core
60. Strategic excellence is not as much an art as what it is a journey of discovering new ways towards doing old things better.
61. Strategy requires Critical Thinking: critical thinking is concept thinking. Use thinking CAPS. C.oncepts, A.ttributes, P.erception, S.ystems
62. You can't make inroads if you don't leave a few footprints behind... And this requires taking that first step.
63. Ignorance boosts incompetence. And somehow, it's this aspect that creates arrogance to surface in people. Beware the arrogant fools ignorance
64. Networks are like spider webs, if not there, we never get to see, and know the detail and nature of all the "creatures" in our environment.
65. The element if risk is always a given, how we choose to mitigate it, is optional.
66. Epistemology: the study of knowledge and its acquisition. Very few Succeed: knowledge is in all things not just in some: it requires wisdom.
67. The crucial task of leadership is to make sense of what really and truely matters...
68. Accepting things at face value: has defaced much of our value in the past, so too will it again in the future, if we keep excepting everything at face value!
69. Is it nature or nurture that provides a strategic mind? Or a competitive paradigm, exploiting its environment? Then It's all human nature!
70. Nothing today is "new", it’s just history repeated. Our origin and nature provides us no joy, its "secrets" that drive a chaotic existence.
71. We all value, the value of values: it is just that some seem to have value written all over and others don't care enough to live with them.
72. He, who walks alone, walks further faster- certain things are just so much better, when done yourself. Friends and colleagues will slow you...
Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;Bookstore
1. People in general won’t go over to action, until they have: identified, quantified, and qualified their motivation.
2. Bad habits are like a comfortable bed, easy to get into, hard to get out of...habits form rituals, that impact on our global corporate culture
3. Activities of mind, are most strongly driven by personal motive; what we want and our sense of self centered fulfillment always comes first, seldom do reason, choice change, enter prior these primitive thoughts.
4. If social reforms are based only on a sense of freedom; equality, and justice. Then conflicting notions of how to be equal, and just, will render the approach useless and it then becomes a strategic conundrum...
5. If society today was penalized, based on human ignorance, we would be the highest scoring of all time. We know very little, and care less.
6. Some were born with strategic minds, others with business, some with a keen sense of exploration & invention, and some this always trumps all our other traits, all childlike things wins.
7. Hindsight is an exact Science, foresight is a gift, strategy is an art, all mastered by very view...
8. Revolutionary ideas infused with strategy, breeds progeny seldom witnessed before. Supersonic flight was bred in this fashion, on the edge
9. Any self improvement process, that works, should involve a reality check, to see if we will like the new us. Nothing changed still fits perfectly...
10. Learning is supposed to evolve our genes; turn them on, and this made us smarter how? So with every generation we should be getting smarter and smarter: 200 000 yrs later we get? The smiley face – wow : 0)
11. We have been around for 200 000 years now: and still we can't decide which came first: the chicken or the egg?
12. Intelligence has always been ascribed to the size of the brain in species; still size isn't everything as we are still only able to use 10% of our brain?
13. In many instances, it's not only the leader; it’s the followers of an ideology that are to blame for a lack of commitment to a total paradigm shift...
14. Strategist lead and direct by evoking critical thinking, they are not just methodical, they are critical, informed and guided by principle, the question then is which principles?
15. What we do today, we might have to live with tomorrow. It just proves that everything is truly connected, at some point, somewhere, somehow...it all connects and re-connects.
16. The very principles we follow and develop today, will determine if we will be here tomorrow to teach them...funny how that gives us very little assurance...
17. Stagnation; is the basic survival instincts of a primitive brain, we too, acting much as other animals, by just repeating a routine to get a reward, then we wonder why we don’t evolve?
18. An entrepreneur wants things to happen. An opportunist waits for things to happen. The strategist makes these things happen.
19. Strategy is a process by which a collective defines its intent to successfully achieve its fundamental purpose...
20. Entrepreneurial success is an orientation; towards personal, rationality, being calculating in exploiting personal advantages.
21. Most great plans today aren't strategic. They are just very nice, well thought out deliberated and structured plans, or high-level ideas.
22. What gives us a greater degree of certainty, planning or spontaneity? The one without the other is like shoes without socks; it becomes messy after a while, and painful.
23. Business of any nature too day needs things to get into orbits and start its own continuum; this then requires clarity and certainty, therefore strategy...
24. Strategy ring-fenced by our business environments scope and vision, and bounded by personal limitations, causes strategic rot and it’s become endemic...
25. It’s how we add value that defines the borders of our scope and imagination too others, that ultimately illustrates our strategic brilliance.
26. If the speed of change is in step with our speed of progress; then should we miss a gear will we be out of synch.
27. Begin to recognize and realize today; that how we think is so much more important than what we think!
28. You can have the best concept ever! But, if poorly designed and executed, it's ruined. Take care whom you trust with your dreams...
29. The speed of change; equals the amount of courage. Without courage we just won't act. Then change comes and forces us to adapt or die.
30. The ultimate skill in working with strategy: is perception management. He who shapes perception shapes everyone’s reality...
31. Strategy performed without expecting chaos. Is like fishing and hoping not to get wet... Sometimes it happens sometimes not. You never know.
32. Cause and effect - should be taught at school. Before we think about teaching people about constitutional rights. Rights just don't make it right...
33. Sensory observation delivers multiple results, and conflicting mental patterns. No wonder we sometimes don't see it until it’s too late...
34. Total flexibility in principles of planning strategy: has become the norm rather than the exception. For good reason: we have become tribal, culture becomes the number one factor influence in planning...
35. Concepts: require at least 4 attributes, to be identifiable. Linking attributes to vision, delivers a better concept. People want to see it
36. Sanity is a notion we hold onto for dear life, so that others may accept us, based only on what they too believe to be a definition of sane to be, how sane is that?
37. He who walks alone: walks further faster. In order to get ahead and stay there, it is sometimes wise to just DIY, and ignore all the others...
38. The way the water flows during a storm is set, never directed by the rain or winds direction. Influences on strategy to follow these natural laws.
39. Passion! a gift known by very few...they are the predators, that realize that hunting has more benefits that being hunted. Fair-game or Lion?
40. Seeing is believing; but when seeing so little how can belief still be validated?
41. Knowledge is one thing, wisdom is many, be sure to know where to find that one thing that will open the door to many.
42. Effort amounts to nothing, if not focused, focus does nothing, if not clear, and with clarity....clarity in all things come only from wisdom.
43. Reality is just an illusion caused by stereotyped thinking: creating a perception of how all should; feel, think, be, and have to be...
44. Solving strategic conundrums requires obedience to strategic principles: first the OODA Loop: Observation, Orientation, Decision and Act.
45. Four basic principles, on which strategy resides, summarized in one word,” Power”. If you want power, study the “Warpath”, “Grand Strategy”, all aspects of “Influence” and then how “Leadership attributes” influence people to follow, and you will see the way...
46. This world is changing fast, and so should we. We can no longer rely only on one school of thought, when we require a matrix of knowledge
47. All strategy starts with when you get an idea, and then you have 2 choices: 1. Think on it then Act on it. Or 2. Think on it then Sit on it.
48. Management: when done right, is supposed to unite the strategic brilliance of men working together, by combining effort into strategy
49. Strategy becomes fuzzy, at the point where no one takes responsibility, and start pointing in different directions Then the wheels come off
50. Where there is a will there's a way, but the thing with will is, it comes and goes willingly...
51. Acid test: The biggest challenge for leaders today is to manage without enough resources, and too produce without having sufficient capacity
52. Disasters happen in stages; first patterns emerge, that cause incidents, then accidents, then disaster. Develop a sense for things unusual.
53. Management has become somewhat of a fuzzy discipline. We need to get back to the basics; CCC; Command, Control and Communicate...
54. During times of change, paranoia sets in. The secret is, out of chaos comes order, the test is leadership’s ability in turning this tide...
55. Strategic limitations; are because of thinking, and not only what we think...all things connecting past, present and future, are required
56. Thinking about cause and effect is for free; what follows, or a total lack of it, this is normally where the real money is spent...or not.
57. War! Is not the place where you want to be finding out, that you were not "ready to be tested". Strategy follows the same path.
58. A Paradigm is a way of thinking about something specific that is critical. The evaluation of specifics creates a current awareness and bias..
59. The very essence of "Revolutionary" ideas, have charted the course of history, from Newton to Picasso, from science to art. It's at our core
60. Strategic excellence is not as much an art as what it is a journey of discovering new ways towards doing old things better.
61. Strategy requires Critical Thinking: critical thinking is concept thinking. Use thinking CAPS. C.oncepts, A.ttributes, P.erception, S.ystems
62. You can't make inroads if you don't leave a few footprints behind... And this requires taking that first step.
63. Ignorance boosts incompetence. And somehow, it's this aspect that creates arrogance to surface in people. Beware the arrogant fools ignorance
64. Networks are like spider webs, if not there, we never get to see, and know the detail and nature of all the "creatures" in our environment.
65. The element if risk is always a given, how we choose to mitigate it, is optional.
66. Epistemology: the study of knowledge and its acquisition. Very few Succeed: knowledge is in all things not just in some: it requires wisdom.
67. The crucial task of leadership is to make sense of what really and truely matters...
68. Accepting things at face value: has defaced much of our value in the past, so too will it again in the future, if we keep excepting everything at face value!
69. Is it nature or nurture that provides a strategic mind? Or a competitive paradigm, exploiting its environment? Then It's all human nature!
70. Nothing today is "new", it’s just history repeated. Our origin and nature provides us no joy, its "secrets" that drive a chaotic existence.
71. We all value, the value of values: it is just that some seem to have value written all over and others don't care enough to live with them.
72. He, who walks alone, walks further faster- certain things are just so much better, when done yourself. Friends and colleagues will slow you...
Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;Bookstore
Tuesday, 26 April 2011
Six required competencies for strategic genius have been identified before you can become a strategic Guru.
1. Perception management and alignment; is a companion to business philosophy, and planning good strategy. If we depart from the assumption that everything we deal with is based on someone’s perception, then perception is of either things or “facts”. Furthermore, a strategy points into a direction, that direction is based on some form of bias and alignment, of strongly held perceptions. Then alignment is of either belief, or orientation. These aspects have become focal in strategic circles, where strategies are now concentrating on both things that people believe in or perceive to be real and “fact”, that they get from being orientated towards a belief or science, and aligning this with objectives. Perception management, a term that originated in the U. S. military. The definition relates to actions consistent to convey and/or deny selected information and indicators to foreign audiences. Specifically aimed at influencing, emotions, motives, independent reasoning, as well as intelligence, systems, and leaders at all levels. Furthermore, the aim is to influence people’s beliefs, and opinions, that ultimately result in a desired altered behaviour. Consequently, altered behaviour brings about actions favourable to the originator’s own objectives. In utilising various ways, perception can be manipulated – managed – to combine bits of “truths” about things and “facts”, so that eventually it becomes a new reality and fact.
2. The open systems perspective; refers to us being able to understand the implications of planning, and strategic actions. As well as its far reaching effects and importance. Strategic thinkers have to have the abilities of mental modelling, the ability to see creation in the mind, and relations in steps, and be able to design systems that will deliver on the completed end state, we need architects that can design complete systems from cradle to grave – with systematic planning. In order to be able to design systems with value creation, and quality in mind, they need to be open, to connect to attributes and essentials, as well as new resources at any given time.
3. The third competency is creating focused intent; which means looking at ways of getting more leverage, and initiative. By focusing our efforts faster and narrower; the ability to focus our attention as a collective, to resist diversion of efforts, through structured engagement and focused intent, and to concentrate all our efforts as a whole for as long as it takes to achieve our main objectives.
4. Thinking in time spirals; means being able to bring past, present and future assumptions, and all relevant aspects into the strategic equation, to create better decision-making models and speedup implementation. “Strategy” is not just driven by future focused intent, action, and vision alone. It is also the opportunity that it creates, to close some gaps between today’s problems and tomorrow’s reality, and our intent for the future that is critical. It also serves as a learning experience that creates an awareness of old problems addressed in new ways. By being aware of time, and how to utilise it best as a valuable resource.
5. Critical thinking; the fifth strategic competency is being skills development driven, by ensuring that both academical and practical skills are taught and transferred, by developing intellectual capital, with both imaginative and critical thinking.
6. The final strategic thinking competency is emotional intelligence; By specifically identifying personal attributes that enable people to succeed in life, and developing them, and this also including self-awareness, empathy, self-confidence, life skills and self-control which means being entrepreneurial, and focused on network creation, we create human capital and emotional intelligence.
Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320Get your copy of the book here
2. The open systems perspective; refers to us being able to understand the implications of planning, and strategic actions. As well as its far reaching effects and importance. Strategic thinkers have to have the abilities of mental modelling, the ability to see creation in the mind, and relations in steps, and be able to design systems that will deliver on the completed end state, we need architects that can design complete systems from cradle to grave – with systematic planning. In order to be able to design systems with value creation, and quality in mind, they need to be open, to connect to attributes and essentials, as well as new resources at any given time.
3. The third competency is creating focused intent; which means looking at ways of getting more leverage, and initiative. By focusing our efforts faster and narrower; the ability to focus our attention as a collective, to resist diversion of efforts, through structured engagement and focused intent, and to concentrate all our efforts as a whole for as long as it takes to achieve our main objectives.
4. Thinking in time spirals; means being able to bring past, present and future assumptions, and all relevant aspects into the strategic equation, to create better decision-making models and speedup implementation. “Strategy” is not just driven by future focused intent, action, and vision alone. It is also the opportunity that it creates, to close some gaps between today’s problems and tomorrow’s reality, and our intent for the future that is critical. It also serves as a learning experience that creates an awareness of old problems addressed in new ways. By being aware of time, and how to utilise it best as a valuable resource.
5. Critical thinking; the fifth strategic competency is being skills development driven, by ensuring that both academical and practical skills are taught and transferred, by developing intellectual capital, with both imaginative and critical thinking.
6. The final strategic thinking competency is emotional intelligence; By specifically identifying personal attributes that enable people to succeed in life, and developing them, and this also including self-awareness, empathy, self-confidence, life skills and self-control which means being entrepreneurial, and focused on network creation, we create human capital and emotional intelligence.
Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320Get your copy of the book here
Radical, Revolutionary and Brilliant, is the only way to explain this Strategic Management book.
Every Good strategist worth his or her salt needs to to read that one book; this is it, it covers a matrix of elements that need to be incorporated into strategy in order to make it truely radical and revolutionary, then this is a must read!
Whats it all about?
Revolutionising Strategic Management.
By: Defining Radical and Revolutionary Strategic Management Competencies and Matrix Principles for Predators, and Applying the Sociological Approach.
Books Introduction
Traditional strategic planning and methodology to some extent has given way to strategic thinking; the ability to identify the relevant strategic competencies required for a specific strategic project.
Termed “The Strategic Management Matrix Faculty”. Based on the assumption that three identified critical functions of strategy need to be present all the time; namely the alignment of operations, the continual improvement and innovation of systems design, and the allocation of effective recourses. Studies have shown that strategy formulation and execution requires very specific strategic competencies, in order for any strategic plan to work. It is no longer just about the strategic getaway and the big plan.
Six required competencies for strategic genius have been identified.
Perception management and alignment; is a companion to business philosophy, and planning good strategy.
If we depart from the assumption that everything we deal with is based on someone’s perception, then perception is of either things or “facts”. Furthermore, a strategy points into a direction, that direction is based on some form of bias and alignment, of strongly held perceptions.
Then alignment is of either belief, or orientation. These aspects have become focal in strategic circles, where strategies are now concentrating on both things that people believe in or perceive to be real and “fact”, that they get from being orientated towards a belief or science, and aligning this with objectives.
Perception management, a term that originated in the U. S. military. The definition relates to actions consistent to convey and/or deny selected information and indicators to foreign audiences. Specifically aimed at influencing, emotions, motives, independent reasoning, as well as intelligence, systems, and leaders at all levels. Furthermore, the aim is to influence people’s beliefs, and opinions, that ultimately result in a desired altered behaviour. Consequently, altered behaviour brings about actions favourable to the originator’s own objectives. In utilising various ways, perception can be manipulated – managed – to combine bits of “truths” about things and “facts”, so that eventually it becomes a new reality and fact.
The open systems perspective refers to us being able to understand the implications of planning, and strategic actions. As well as its far reaching effects and importance. Strategic thinkers have to have the abilities of mental modelling, the ability to see creation in the mind, and relations in steps, and be able to design systems that will deliver on the completed end state, we need architects that can design complete systems from cradle to grave – with systematic planning. In order to be able to design systems with value creation, and quality in mind, they need to be open, to connect to attributes and essentials, as well as new resources at any given time.
The third competency is creating focused intent; which means looking at ways of getting more leverage, and initiative. By focusing our efforts faster and narrower; the ability to focus our attention as a collective, to resist diversion of efforts, through structured engagement and focused intent, and to concentrate all our efforts as a whole for as long as it takes to achieve our main objectives.
Thinking in time spirals means being able to bring past, present and future assumptions, and all relevant aspects into the strategic equation, to create better decision-making models and speedup implementation. “Strategy” is not just driven by future focused intent, action, and vision alone. It is also the opportunity that it creates, to close some gaps between today’s problems and tomorrow’s reality, and our intent for the future that is critical. It also serves as a learning experience that creates an awareness of old problems addressed in new ways. By being aware of time, and how to utilise it best as a valuable resource.
Critical thinking, the fifth strategic competency is being skills development driven, by ensuring that both academical and practical skills are taught and transferred, by developing intellectual capital, with both imaginative and critical thinking.
The final strategic thinking competency is emotional intelligence; By specifically identifying personal attributes that enable people to succeed in life, and developing them, and this also including self-awareness, empathy, self-confidence, life skills and self-control which means being entrepreneurial, and focused on network creation, we create human capital and emotional intelligence.
Get all your “Strategic Competency” issues addressed
In this book, we will be getting to grips with strategy where it counts and becomes relevant and critical, by addressing very specific strategic competencies.
Perceptions, emotions, and actions are a balanced trinity, essential for awareness and strong strategy. By creating a deeper understanding of why and how things become significant and addressing these and other competencies, chapter by chapter required from strategist today.
Strategic thinking is just not enough; we require critical thinking, perception management, skills, reframing, tactics, structure, systems, action and planning, all attributes of success, and when combined they deliver…results.
Do you have unanswered questions?
Are you still trying to solve old problems the same way you created them?
Has strategic roles and functions become mixed, and blurred, who is responsible for what?
Are you surviving or thriving in your organisation, find out why?
Battling with too many change initiatives, and diversification?
Still attempting to secure your own organisational survival or just achieving some balance?
Do top down strategies still determine how business gets done today?
What’s more important – growing expertise and strategic thinkers, or having a perfect strategy and chasing production figures?
Frustrated with the strategic buzz words used, then break the mould!
What you will find in this book;
The art of strategic conceptualisation –the “Art of War” – CAPS and GAP the roots of all strategy.
Well explained to the very core, all the concepts of strategy; chapter by chapter, we cover…
a) Visualisation and perception – how to see it, understand it, believe it, then plan it, and sell it.
b) Utilising conceptualisation to understand “why” rather than “how” better, by using – CAPS, (Concepts, Attributes, Perceptions, Systems) – that gives you a formula for dissecting and working with the variables of design and change.
c) Learning to plan – with acronyms – then everyone speaks the same battle language.
d) Implementation, going over to action – Military styled ways to get people to implement precision styled plans.
e) Management and strategic control – understanding what it requires and all it entails.
f) Realignment of the strategic plan- with the OODA cycle.
Dealing with the gravity and complexity of strategy;
a) By reinventing thought processes – thinking strategic, with critical thinking for the professional.
b) Designing systems that work in collaboration, resilient, like an army on the move.
c) Aligning values and production output without becoming cliché.
d) Are we still confusing operational effectiveness, and tactics, with good strategy?
e) Defining the roles of management – and proper systems design.
f) Understand strategy from cradle to grave.
g) Become a corporate politician -start networks to deal with office politics.
h) Be radical in your thinking and more systematically inclined in your approach – and get your strategies working.
i) Make an impression with your insight – and gain recognition.
j) Maintain creative control of your work, and widen your control span.
k) Learn new problem solving techniques.
l) Dealing with change, without stressing it.
m) Errors in corporate strategy are often self-inflicted – are you the cause?
n) Strategy and Competitiveness are linked to personal and managerial traits.
o) The art of critical thinking…explained.
p) Grave strategic errors come from within – by relying on a flawed definition of what is strategy.
q) If you cannot get it right at the coalface then you will never turn it around.
r) A good strategist is a leader that is aware, and good at understanding influences – and even better at communication and networking – the A,B,C of progress and resolve.
Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at
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Get IT HEREGet it here at this bookstore/ and more Book Detail.More info on strategy
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