Managing intangible assets such as branding, people, knowledge, or operations can raise or lower corporate valuations and customer satisfaction. Well-managed intangibles set apart the excellent corporate leader from the acceptable managers and unwelcome bosses.
Customer delight and its ensuing loyalty impels customers to return often and spend more on products or services. Continue reading
Posted in Customer Relationship Management (CRM), Leadership, management, Uncategorized
Tagged assets, branding, innovation, knowledge, operations, people, procedures, processes, products, values
A team charter clarifies team direction and establishes a scope of operations. It could be a foundational document for a project team, sales team, consulting group, line-of-business department, or any other set of workers closely tied to a slice of an organization’s strategic operations.
The team charter has two primary audiences. First, it serves to illustrate the team focus and goals to the members. Second, it informs stakeholders outside the team (for example upper management and other teams) about the team’s purpose, activities, and possible interfaces across the organization. Publishing a team charter reduces confusion about the group’s objectives, setting the stage for individual and team performance management. It also provides information potentially reducing the risk of rework and scope creep, enabling the team to do the job right the first time while staying on schedule.
Counseling is possibly the most misunderstood and badly practiced team leadership skill. For example, mentoring, training, and performance coaching can each involve counseling as a non-directive leadership skill. On the other hand, counseling as part of an employee disciplinary process is not a leadership skill, but a directive personnel management technique appropriate to supervisory roles. Leader counseling focuses on reinforcing desired behavior while supervisory counseling focuses on re-directing undesirable behavior. Some techniques applied for each type of counseling are very similar, but this conflict between the goals of counseling in leadership development and operational management causes confusion and poor application of the skill.