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Published by Crest Dynamics Management Consultancy, 2017-02-16 10:28:37

Crest Dynamics Newsletter Feb 2017

Sela Realization February 2017

Keywords: Crest Dynamics,Malaysia,Lean Manufacturing,Leadership,Newsletter

Crest Dynamics

Official Newsletter of CreOsftfiDciyanlaNmewicssletter oMf Cidre-MstaDyy2n0am15ics
February 2017

Supervisory Tips: Four Reasons Leaders Fail

Delegation The very traits that make a strong leader, if taken to
their extreme, can set a leader up for failure.
To delegate successfully, the
supervisor: There's a fine line between successful and failed leadership.
These four dynamics will push you right over it.
(1) verifies the employee's
acceptance of responsibility, 1. Confidence becomes ego. 3. Delegation becomes chaotic.
Everyone loves a confident No leader can do everything, and
(2) specifies a method of leader. Who isn’t won over by the good leaders delegate. A
accountability, leader who strides into the room, problem arises when the leader
commands attention, and takes delegates too little, leaving
(3) establishes authority equal to control of the situation? people to flounder without
accountability, direction, or too much, and
But when a leader has an excess expects them to take on too
(4) and monitors progress and of confidence, it generally means much responsibility without
completion he or she also has a surfeit of support or interaction from the
ego. Ego changes the leader.
Supervisors are always accountable conversation so that it becomes
for the work of their units. Supervisors all about the leader. Ego is the 4. Determination becomes
are also accountable for the primary reason leaders fail. inflexibility.
effectiveness of their delegations. This is a corollary to “vision
Subordinates accept responsibility for 2. Vision becomes obsession. becomes obsession,” but it
work assignments and are then All leaders need a vision. They speaks to a different level of
accountable for those assignments. have to have some core idea of trouble.
what they are all about and what
It is the job of the subordinate to they’d like to achieve, not only A leader knows what has to be
accept assignments and to report on personally but also for the done, but if outside forces and
progress in designated ways. Divide organization. events indicate that the leader is
the work into tasks that can be taking the wrong path, then he or
accomplished by individual However, a determined vision she has to make corrections and
subordinates. can easily slip into obsession. adjustments.
When this happens, the leader
Make sure that all subordinates have risks alienating his or her team, This doesn’t necessarily mean
enough tasks to challenge their customers, and business that a leader has to sacrifice
capabilities. In all delegation partners. goals or end intent, but it does
situations for which you are mean that the leader has to
accountable, make sure that you consider different paths to getting
know the answer to this question: there.

WHO DOES WHAT?

Crest Dynamics
Klang Valley: 03-3322 1832 Southern Region: 07-3535 562

Creativity

Being Creative 1 of 2

1. Identify the constraints around the problem
What are constraints in the workplace? Job constraints could be limitations on budget, impending deadlines, or other
limiting factors that you face
during day to day tasks. Think of constraints as the mandatory requirements to doing your job. These things don’t
hinder your ability to think creatively
– they help it! Constraints keep you “inside the box” and force your brain to work harder and smarter. When
approaching a professional problem, try
looking for a solution by first identifying constraints to solving the problem (deadlines, budgets and other factors). By
imposing these limitations up front,
you’re doing yourself a big favor. You filter out the bad ideas from the start, before they take shape. After all, why
come with an idea that’s unworkable?
It’s better to limit yourself right from the start within a space where the viable ideas exist. This tactic will be sure to
impress your boss and co-workers.

2. Imagine you are solving someone else's problem
Tricking your mind into solving the problem for someone else can improve creative output. Start a meeting by
explaining the task or the problem to be
solved. Then, tell the group to solve the same problem, but imagine doing it in a different industry or for a different
product. This activates the group
and expands their thinking before they start working on their actual problem. Just getting people to step away from
their daily routine will boost their
creative output. Think of it like doing word problems in math class. There could be a common underlying formula to
coming up with a solution.

3. Got a large problem to solve? Break it up into smaller parts.
A simple way to change perspective is by breaking problems into simple components. How does this boost your
creativity? Many times, just seeing the separate components of an issue will trigger new inventive solutions. It
activates your mind to go in new directions. Think of it as unpacking a full suitcase and laying out all your clothes on
the floor, then repacking in a new and better way. To do this with a problem at work, write down a list of each
component, whether it’s a product, process, service, or a smaller and more specific problem that you want to tackle.

Drew Boyd, Coca-Cola Journey

Set the Stage >>> 5. Resistance to Change
When change is proposed, people often feel threatened. Some will
Lean Best Practice 2/3 think it's because there has been something wrong with what they
were doing, but most will just be uncomfortable with the unknown. So,
4. There is No Status Quo as your company embarks on this journey, you must work to help
If you believe that your journey has people understand why, what and how. Remove the fears.
ended, you've failed. Even when
you can consider yourself a 6. The Lean Champions
success, do not stop. Success is an Leadership is moving people towards the ideal state. Lean
organization that continues to move transformation is about leadership. Leadership is not a position or
forward at such a pace that it would rank. Look for people at every level then in order to lead lean..
be difficult to even try to slow it
down. 7. Education and Training
People will need to learn new skills and they will need the time to
gain them. This means experimenting with every process everyday
to get it right. There is also a financial investment, mostly in
training, but also in process changes. The potential of difference
between lean and non-lean companies is not 5-10 percent, it is
100-1000% differences in quality, cost, delivery and, of course,
profit.

www.crestdynamics.org Leadership Mind-set Tips

e-Newsletter Take Action and Accept Responsibility
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As a leader you are ultimately responsible for the performance of
e-Mail us if you wish to put your your team. If the team is not performing, the first place to look at is
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Tap into the in-depth specialist advice of others, but ensure you 'do
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Register to access e-resources.
Make decisions and accept responsibility for the results of those
Training Proposal decisions. Take the initiative. Make things happen

Contact us to design and deliver
your training programs.

Story: Shut Your Ears At the end everyone else had Training Programs SBL
to Negative Words given up climbing the tower.
Except for the one tiny frog who, *Programs can be conducted in Eng. or BM
Once upon a time there was a after a big effort, was the only
bunch of tiny frogs who arranged a one who reached the top! THEN Leadership & Supervision
running competition. The goal was all of the other tiny frogs naturally Proactive Supervisory Skills
to reach the top of a very high wanted to know how this one frog Highly Effective Supervisory Skills
tower. A big crowd had gathered managed to do it? Leadership Master Practitioner
around the tower to see the race Think Like a Leader, Lead Like a
and cheer on the contestants. A contestant asked the tiny frog Thinker
The race began… how he had found the strength to Shift Your Leadership
succeed and reach the goal? It Lean Leadership
Honestly, No one in crowd really turned out. That the winner was Executive Management
believed that the tiny frogs would DEAF!!!
reach the top of the tower. crowd Continuous Improvement
yelled statements such as: Moral of the Story : Kaizen Made Ezy
“Oh, WAY too difficult!!!” “They will Never listen to other people’s Kaizen Thinking Mechanism
NEVER make it to the top.” “Not a tendencies to be negative or Understanding Lean Manufacturing
chance that they will succeed. The pessimistic, because they take Office Lean
tower is too high!” your most wonderful dreams and Single Minute Exchange Die (SMED)
wishes away from you — the Poka Yoke
The tiny frogs began collapsing. ones you have in your heart! Training Within Industry
One by one. Except for those, who Productivity Improvement Techniques
in a fresh tempo, were climbing Always think of the power words 5S Step by Step Approach
higher and higher. The crowd have. Because everything you Auditing for 5S Compliance
continued to yell, “It is too difficult!!! hear and read will affect your Failure Mode and Effect Analysis
actions! Therefore, ALWAYS BE (FMEA)
agNsokottothinreeedewxaipnlledmrgtasakve>e>itu>!”pM. ore tiny frogs POSITIVE! Statistical Process Control

But ONE continued higher and Be DEAF when people tell YOU Management
higher and higher. This one that you cannot fulfill your Creative Thinking & Problem Solving
wouldn’t give up! dreams! Performance Improvement Strategy
Time Management & Personal
Effectiveness
Communicating at Work
Performance Appraisal
Administrative Skills
Building Superior-Subordinates
Relationship
Conflict Management
Coaching & Counseling Skills
Train the Trainer: A NLP Approach
Behavioral & Performance Interviewing
Skills
Managing Absenteeism
Inspiration for Work
Motivational Programs, and more

Sales & Customer Care
Selling Psychology
Sales Warrior
WOW Your Customer Care
Telephone Courtesy and Techniques

Central Region: Southern Region:
29B, Jalan Bayu Tinggi 2A/KS6, 6, Jalan Austin Heights 1/30,
Batu Unjur, Taman Mount Austin,
Taman Bayu Tinggi, 81100 Johor Bahru, Johor
41200 Klang, Selangor. 07-3535 562
03-3322 1832 [email protected]
[email protected]
www.crestdynamics.org


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