home brew module 6 advanced management 201 08-jun-11-1
TRANSCRIPT
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Bundaberg Brewed DrinksHome Brew Program
Home Brew
Module 6
Advanced Management
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Today’s Purpose
• To provide you with some tools and concepts that will assist you to manage yourself and your team
Home Brew Program 2009
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Agenda
• Managing Time
• Strategic Thinking
• Measuring Performance
• Next Steps
Home Brew Program 2009
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Advanced Management Tools and Processes
Managing time
Strategic Thinking
Measuring Performance
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Team Leader Model
Home Brew Program 2009
Effective Communication
Problem Solving Processes
Focus on the Outcomes
Alignment to Goals & Targets
Company VISION
Set & maintain
the Standards
Develop Team Skills
& Capabilities
We LEAD people and
MANAGE resources
We “walk the talk”
Lead by example
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Setting priorities
Managing your time effectively
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The process of managing the choices we make
regarding the things we do within the time
available …
such that we can maximise the
fulfillment and results we achieve!
TIME MANAGEMENT
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Strategic Business Development 2008
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Incompetence?
“If you can’t do your job in a 10-hour day during the week,
you’re either overworked or incompetent”
Mike Abel
Chief Exec - M&C Saatchi Australia
BRW - April 23, 2009
Home Brew Program 2009
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Reflection
• Take a few minutes to reflect on your time management performance:
• What is driving this?
• What needs to change?
Home Brew Program 2009
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Getting the Structure
1.Understand how you use your time
2.Set priorities
3.Understand your energy patterns
4.Use appropriate time management tools
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54Total
5Other
2Networking
15Admin
12Travel
1Coaching
10Customers
1Planning
8Meetings
WORK
168168Total
40Fitness
810Travel
4054Work
2015Self
5645Sleep
62Learning
3442Family
CHANGES REQUIREDWHERE HRS
NOW HRS
ISSUE
Organize Activities
Find something I really want to learn
Watch less TV
Walk the dog every morning
More planning to stop double up
Look at areas that give least benefit
Read more books
TIME MANAGEMENT AUDIT
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URGENT NOT URGENT
I
M P O R T A N T
N O T I
M P O R T A N T
1TriviaSome MailSome phone callsPleasant actionsTime Wasters
InterruptionsSome phone callssome mailPressing MattersPopular ActivitiesMeetingsReports
CrisesPressing ProblemsDeadlines
Build RelationshipsPlanningStrategyTrainingFitnessFamilySelf
2
3 4
Setting Priorities
A B
BC
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Energy Patterns
Home Brew Program 2009
B PrioritiesA Priorities
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Taking Control
• Paper v. Electronic Systems ?• “Big Rocks” Theory & Planning• Delegation and Elimination• Chunking and Deadlines• Email – check 2-3 times per day • “Quiet time” everyday • Meetings – Agendas, times, attendees, actions• 1 Page Reports & “Pushing Down”• Phone & Impromptu Meetings
Home Brew Program 2009
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Must-Should-Could
This is a useful tool to help with prioritisation of options:
You ask the questions:
• Which of these MUST I do?
• Which SHOULD I do?
• Which COULD I do?
MUST takes priority over SHOULD then COULD
Home Brew Program 2009
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Time Exercise
• Develop a 1PP for how you are going to improve your time management?
Click on pause to stop the DVD.
Press Play to start DVD again when you have finished the exercise
Home Brew Program 2009
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Thinking Strategically
Taking the time
Home Brew Program 2009
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Why ?
• Strategies are medium to longer term decisive actions
• We spend most of our time at a tactical and/or operational level
Most managers need to spend more time thinking and planning at a strategic level –
Quadrant 2
Home Brew Program 2009
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THREATS
OPPORTUNITIES
WEAKNESSESSTRENGTHS
Strategic SWOT Analysis
• Customers
• Bus Experience
• Staff
• Finances
• Consulting Skills
• Size
• Product Range
• Resistance to Change
• VA Products
• Acquire other firms
• Geographical expansion
• Alliances
• Left sales to existing Clients
• Acquire a new Business
• Consulting firm
• Annual Planning Day
• Joint international network
• Strategic Alliances
• No change
• Competitors
• Loss key Clients
• Loss of Leader
• Remove negative people
• Bus Plan top 20% Clients
• Document all Processes
• Target weak Competitors
• Jane to head Consulting
• Publicise Targets
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Strategic SWOT Process
1. Clearly define the entity/issue under review and the context of the analysis
2. Brainstorm competitive SWOT factors
3. Develop Action Statements to:– Maximise Strengths– Minimise Weaknesses– Use Strengths to exploit Opportunities– Use Strengths to overcome Threats– Protect where Weaknesses & Threats combine
4. Pareto & Action Plan
Home Brew Program 2009
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SWOT Tips
• Be Strategic – Is this competitive? Real?
• No more than 7 items in each category
• Ask the hard questions
• Strengths & Weaknesses are internal
• Opps & Threats are external factors acting upon the entity/issue under examination – not the actions that you would take.
Home Brew Program 2009
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Exercise
1.Complete a SWOT Analysis of your area of the business
2.What actions would you take as a result of this analysis?
3.Group and prioritise the Actions
4.Summarise this into a One Page Plan
Click on pause to stop the DVD.
Press Play to start DVD again when you have finished the exercise
Home Brew Program 2009
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Measuring Performance
Setting KPIs
Home Brew Program 2009
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What to measure?
• Performance measurement is often difficult as it is often not easy to define
• There are usually 2 types of measures:1. Lead Indicators – timely, simple, indicative
2. Lag Measures – concrete, complex, too late
• Usually need to measure Outcomes (Lag) and Activity (Lead)
Home Brew Program 2009
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Strategic Business Development 2008
Initial Interview
Process Info
More Info
ReviewDraft
Finalise Statements
ValueAccurate
Tax Minimised
Fast Turnaround
Cost Effective
Proactive
Tax Planning
Final Interview
The Client
Administration
Human Resources
Technology
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Process Mapping Tips
• Define the outcomes
• Work backwards from the end-point (outcome)
• Don’t get lost in the detail
• KISS
Home Brew Program 2009
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KPI Structure
• Use the following acronym:– V = Verb– Q = Quantity– T = Timeframe– Q = Quality
• For example: Produce 10,000 ctns per mth at 97% DIFOT
Home Brew Program 2009
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Exercise
1.Review an area of your responsibility
2.Process Map to understand the key activities
3.Establish some KPIs to measure performance in this area
4.Discuss with a neighbour
Home Brew Program 2009
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In conclusion
So what have we talking about?
Home Brew Program 2009
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Team Leader Model
Home Brew Program 2009
Effective Communication
Problem Solving Processes
Focus on the Outcomes
Alignment to Goals & Targets
Company VISION
Set & maintain
the Standards
Develop Team Skills
& Capabilities
We LEAD people and
MANAGE resources
We “walk the talk”
Lead by example
![Page 32: Home brew module 6 advanced management 201 08-jun-11-1](https://reader036.vdocuments.us/reader036/viewer/2022062406/559237641a28ab4a158b46ef/html5/thumbnails/32.jpg)
Strategic Business Development 2008
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URGENT NOT URGENT
I
M P O R T A N T
N O T I
M P O R T A N T
1TriviaSome MailSome phone callsPleasant actionsTime Wasters
InterruptionsSome phone callssome mailPressing MattersPopular ActivitiesMeetingsReports
CrisesPressing ProblemsDeadlines
Build RelationshipsPlanningStrategyTrainingFitnessFamilySelf
2
3 4
Setting Priorities
A B
BC
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Energy Patterns
Home Brew Program 2009
B Priorities
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THREATS
OPPORTUNITIES
WEAKNESSESSTRENGTHS
Strategic SWOT Analysis
• Customers
• Bus Experience
• Staff
• Finances
• Consulting Skills
• Size
• Product Range
• Resistance to Change
• VA Products
• Acquire other firms
• Geographical expansion
• Alliances
• Left sales to existing Clients
• Acquire a new Business
• Consulting firm
• Annual Planning Day
• Joint international network
• Strategic Alliances
• No change
• Competitors
• Loss key Clients
• Loss of Leader
• Remove negative people
• Bus Plan top 20% Clients
• Document all Processes
• Target weak Competitors
• Jane to head Consulting
• Publicise Targets
![Page 36: Home brew module 6 advanced management 201 08-jun-11-1](https://reader036.vdocuments.us/reader036/viewer/2022062406/559237641a28ab4a158b46ef/html5/thumbnails/36.jpg)
Strategic Business Development 2008
Initial Interview
Process Info
More Info
ReviewDraft
Finalise Statements
ValueAccurate
Tax Minimised
Fast Turnaround
Cost Effective
Proactive
Tax Planning
Final Interview
The Client
Administration
Human Resources
Technology
![Page 37: Home brew module 6 advanced management 201 08-jun-11-1](https://reader036.vdocuments.us/reader036/viewer/2022062406/559237641a28ab4a158b46ef/html5/thumbnails/37.jpg)
KPI Structure
• Use the following acronym:– V = Verb– Q = Quantity– T = Timeframe– Q = Quality
• For example: Produce 10,000 ctns per mth at 97% DIFOT
Home Brew Program 2009
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Next StepsComplete Exercises from this module
Tools & Templates
Home Brew Intranet Site
Next Module: Module 7 - Advanced People & Leadership
Home Brew Program 2008
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Thanks
Strategy into Action
Home Brew Program 2008