http://dougcontreras.performancedatamanagement.com Mon, 22 Dec 2008 18:53:54 +0000 http://backend.userland.com/rss092 If I can help just one business improve its performance, I will consider this effort a success. http://dougcontreras.performancedatamanagement.com/index.php?p=26 When Ed Koch was mayor of New York from 1978 to 1989, he would ask anyone who would listen, "How am I doing?" Arguably one of the city's best mayors, he was known for marching to the beat of his own drum. Although it might seem strange to many that ... http://dougcontreras.performancedatamanagement.com/index.php?p=52 With the recent federal bailouts of Fannie Mae, Freddie Mac, AIG et al., people are asking "who was responsible?" http://dougcontreras.performancedatamanagement.com/index.php?p=51 On August 18, 2008 I attended the YES Network taping of an interview with Bobby Flay by Michael Kay in New York City. I have enjoyed watching Bobby practice his culinary magic on Iron Chef and Throwdown, but my real purpose in attending was to serve as driver and escort ... http://dougcontreras.performancedatamanagement.com/index.php?p=50 I've never been impressed with agencies or services managed by our state government. I know I'm not alone and I bet if I were to survey others on their experiences, the feeling would be the same. Likewise, I've never been impressed with nursing homes in general. Having dealt with four ... http://dougcontreras.performancedatamanagement.com/index.php?p=49 As a young plant manager, I was infatuated with change. I guess my thinking at that time was that new was always better than old. As experience matured me (and as I got older), I began to see that my desire for newness did not always equate with better. http://dougcontreras.performancedatamanagement.com/index.php?p=48 If accountability has anything to do with efficiency and performance, why do managers avoid the issue? Here's my bet as to the top three reasons:A dislike of confrontation;A fear of making a negative situation more negative;A desire to be politically correct by chalking off failures to obscure social issues.In my ... http://dougcontreras.performancedatamanagement.com/index.php?p=47 No matter how much Fred's accountant tried to persuade him that his workers needed objective benchmarks, Fred was convinced that expressing his displeasure with the results was all the information they needed and anything more a serious breech of his financial privacy. http://dougcontreras.performancedatamanagement.com/index.php?p=45 A DO AS I SAY, NOT DO AS I DO mentality is hyprocisy at its finest and of the quickest ways to demoralize and de-motivate a workforce. http://dougcontreras.performancedatamanagement.com/index.php?p=44 Two weeks ago, I received an e-mail from a reader named Bob suggesting an essay on training. While training has been on my short list of possible topics for well over six months, it kept sinking to the bottom in favor of ideas that were prompted by more current events ... http://dougcontreras.performancedatamanagement.com/index.php?p=43 In spite of this widespread knowledge of how ineffectively people communicate, I’m always surprised when managers and supervisors verbally pass along important information or instructions "down the row." http://dougcontreras.performancedatamanagement.com/index.php?p=42 Consider a written procedure that is published for all to understand and follow. Set up your procedure in a way that satisfies your needs and prevents the possibility of subjectivity on the part of your supervisors. Make sure the procedure is well-publicized and uniformly enforced. http://dougcontreras.performancedatamanagement.com/index.php?p=41 For a business to prosper and grow, managers need to delegate and monitor. http://dougcontreras.performancedatamanagement.com/index.php?p=40 I'm always amazed to see how smaller companies fill their supervisory positions. Far too often a person migrates into a leadership role because of seniority with little regard for genuine qualifications. Even worse, a candidate is seriously considered because he or she is a warm body or what I like ... http://dougcontreras.performancedatamanagement.com/index.php?p=39 Many forget that accounting by its nature provides a measurement of historical data which may or may not have any bearing on current activities. http://dougcontreras.performancedatamanagement.com/index.php?p=37 recommendations on disciplining employees http://dougcontreras.performancedatamanagement.com/index.php?p=36 Mistakenly, some companies attack their problems with a "shotgun approach" expecting that a barrage of action scattered over a wide area will prevent just about anything. http://dougcontreras.performancedatamanagement.com/index.php?p=35 Contrary to popular belief, American craftsmanship does exist! http://dougcontreras.performancedatamanagement.com/index.php?p=34 A boss must learn to let go. It’s amazing how leaders lose sight of the big picture and get caught up in minutia. Turning over responsibility to one’s subordinates builds strength and depth in the organization. After communicating the objective, give your people space! http://dougcontreras.performancedatamanagement.com/index.php?p=33 99% of all workers want to do a good job! http://dougcontreras.performancedatamanagement.com/index.php?p=32 One thing for sure, Charlie will always be remembered as the one who screwed-up on Line #37 http://dougcontreras.performancedatamanagement.com/index.php?p=31 There are dozens of approaches to planning with a number of possibilities to be found on the Internet. Each business is different so the approach and process will need to be suited to your operation. At very least, consider a yearly plan, a five year strategic plan and ... http://dougcontreras.performancedatamanagement.com/index.php?p=28 Shooting the messenger NEVER improves performance! http://dougcontreras.performancedatamanagement.com/index.php?p=25 In smaller companies, the HR function is often split. Typically payroll, benefit administration and personnel records are managed by accounting while the interview and hiring process is handled by the responsible manager. I offer this entry to those managers who do not have the benefit of an HR ... http://dougcontreras.performancedatamanagement.com/index.php?p=24 The boss sets the tone - everything you say and do affects our morale and how we work. http://dougcontreras.performancedatamanagement.com/index.php?p=21 Process improvement takes deliberate and continual effort and sometimes this means we need to get back in the water with our tow rope and deal with the leeches. http://dougcontreras.performancedatamanagement.com/index.php?p=18 A smart leader knows that fostering a positive mental attitude is an essential tool in building self-esteem and generating consistent results. We all thrive on the encouragement and positive feedback from the boss. Self-confidence is almost infectious with each success increasing our level of trust in our ability to accomplish ... http://dougcontreras.performancedatamanagement.com/index.php?p=20 CUSTOMER LOYALTY BACK THEN and TODAY - tips on survival http://dougcontreras.performancedatamanagement.com/index.php?p=23 Well-known authors have written tons of books and articles on the art of negotiation. While negotiation by its nature tends to be adversarial, in my own career I have taken a non-confrontational approach which has been very successful. http://dougcontreras.performancedatamanagement.com/index.php?p=16 Some would argue that a procedural manual is overkill for a small business; however in this situation it was critical. For a business to grow and thrive, employees and staff need consistent and clear direction! http://dougcontreras.performancedatamanagement.com/index.php?p=15