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2011-5: Documentation and Your Brand

2011-4: Leadership

2011-3: Change Management

2011-2: Project Size

2011-1: Operational Challenges

2010-7: Compliance Requirements

2010-6: Assisting Staff

2010-5: Process Ownership

2010-4: Consistency & Standardization

2010-3: Testing

2010-2: Implementing Strategy & Tactical Objectives

2010-1: Operational Questions

2009: Business Continuity Expert's Interview

2009: Documenting Critical Processes

2009; Efficient versus Effective

2009: Defining Your Critical Processes

2009: Operational Questions for 2009

2008: Documentation Helpful Hints

2008: Project Management Helpful Hints

2008: Process Assessment Helpful Hints

2008: Why choose Aldridge Kerr?

2007: Why documentation?

2007: Why project management?

2007: Why process assessment?

2006: Process Documentation Myths

2003: Excerpt from a Speech

2011, Vol. 4  Focus on Leadership 
   

Thought worth remembering

“A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better.”

—Jim Rohn, Business Philosopher

 

Aldridge Kerr is honored to be a member of a consortium of consultants through Consult P3, which was co-founded by Petey Parker, and specializes in helping companies turn potential into profits by ensuring that their people, planning, and processes are in sync with their corporate mission.

Petey is the president of Petey Parker & Associates, a consulting firm based in Dallas that specializes in leadership development, communication, and strategic positioning.

Petey Parker wrote the following article on leadership. And we are pleased to share it with you.

Leadership: Past, Present, and Future

One trait of good leadership is the ability to learn from the past, influence the present, and create a vision for the future.

Following are some helpful hints to assist your organization as you plan strategically for the future:

1. Evaluating the past: Ask yourself the W questions ...Who, What, Where and Why.

What was the basis for the mission, goals, and tactics we have put into place? Ask yourself if you should go back to those basics.

What did you accomplish? Who was most instrumental? Why was it successful or unsuccessful? Where did you make major and minor adjustments?

What do you wish you had done differently? Ask yourself WHY? The better question might be... what will you do with this knowledge?

What have you successfully accomplished – CLONE IT!

2. Defining the present in: People, Planning, and Processes

People:
Do you have the right people in the right place at the right time for the right reason? Have you considered the diversity of your team?

Planning:
Having a Strategic Plan is one thing: implementing is quite another. Continually review your plan, especially prior to making sizable changes and expenditures. Be sure your mode of operation is in sync with your mission and goals.

Processes:
Never in the history of business has processing been more important - it is the means by which companies are being profitable or not. We live in a world of doing more with less. Get professional guidance here.

3. Preparing for the future: Three buzzwords all beginning with S

Succession plan:
Do you have a succession plan in place? Are you mentoring the people to move into higher positions? Are your key players aware of the plan and have confidence in the future of the company?

Substance:
Being of value as it relates to your product(s) and services starts from the top. As above, so below. Branding your organization and upholding your reputation is more important than ever. Reevaluate your deliverables.

Sustainability:
Building a solid foundation, monitoring and measuring projects beyond the present, and contemplating how to move forward with the leading edge all depends on what you put in place NOW.

The old saying, “there is no time like the present” still stands. It is my firm belief that there is a fork in the road to success that you either travel with courage or sadly find yourself going down the path of complacency. Complacency breeds resentment, fear, doubt, and an attitude of “if it ain’t broken don’t fix it.” Courage creates excitement, change, and transition – breaks the mold and thrusts you ahead of the pack. You and you alone make the choice. As a leader, choose wisely and choose courageously.

To learn more about Petey Parker and how she can help your organization, see her website at www.peteyparker.com.

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