english home work......10

8/4/2019 English Home Work......10

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1. STARS

How to create, attract and retain good leaders, managers and sustain a motivated and

dedicated workforce?

In many enterprises, this is a challenge. Great people are in high demand. Customers demand

quality solutions and quick response. The world's best enterprises have a culture in which

people enjoy their work and constantly seek ways to make it even better. They love to excel

in their jobs and in their life. Understanding and creating the right culture isn't simple. It is a

combination of enterprise vision and mission, leadership, how people are treated and treat

others (not just human resources but human involvement), and how teams and organization of

an enterprise operate. It is expressed through the values, norms and expected behaviors of its

people. It can vary widely in similar businesses, mirror aspects of national cultures, and israrely well understood or managed.

STARS is a methodology that focuses on a humanistic approach to leadership and

management in enterprises. It bridges the gap between hard management science and soft

people skills. STARS creates a culture of motivated people using right-sized processes and

supportive products.

The STARS concepts and methods cover:

Personal approach to quality and

performance. Teamwork and high performance teams.

Company culture and enterprise excellence.

Improvement.

Creativity and innovation.

Systems and systems thinking.

Customer orientation.

Environment.

Doing the job right.

Doing the right job!

The STARS methodology uses an open approach.You will find public contributions throughout this web site, including theSTARS Knowledge

Caf pages, where you are welcome to download the results of the Cafs and use them to help

you in your quest to improve your leadership and management skills.

STARS combines enterprise and personal views into one coherent synergy. STARS has

strong practical application based on thePeople-Process-Productmodel. It has been refined

with the input of hundreds of people who have attended the STARS workshops and Cafs.

STARS is not just a concept but a real, practical way to improve leadership and management

and personal performance.

2. Information License
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This page and other STARS, People-Process-Product and PDCA related pages are published

underGNU Free Document license provisions. You are free to copy and distribute the

information on these pages so long that authorship/copyright is acknowledged and the

material is not altered or misrepresented.


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STARS and the Caf for knowledge sharing and enhancement

A STARS Knowledge Caf event combines networking with sociable knowledge sharing and

discussion in a caf atmosphere. Participants are seated in a caf style arrangement of 4 to 6

people per table. The caf conversation focuses on the selected topic. The caf approach and theevent topic are introduced by the event moderator Han van Loon.

The moderator provides several discussion start points (Trigger words). Each participant

discusses aspects of the topic that are important to him/her. Participants are able to write, draw

or sketch pictures and other information on paper sheets covering each table. There are several

rounds of conversation, each takes 15 minutes. A table host notes the most important aspects

discovered and discussed at each table. Participants can choose to be "travelers" and change

tables each round. At the end of the rounds, the people at each table provide a summary to all

participants of the most interesting and relevant points covered. The event results in not just one

viewpoint (that of the moderator) but a range of viewpoints based on the input of all

participants.


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3. Advanced Process Engineering

Advanced process engineering is the discipline of creating and improving processes to

produce desired outcomes in conjunction with people and products (see the People-Process-

Product model for more on holistic improvement). The desired outcomes are defined in terms

of VALUE, in Lean this is termed a value proposition which meets the customer/stakeholder

needs and expectations.

Advanced process engineering needs to not only consider VALUE but also consider RISK.

Most existing methods recognize that risks need to be identified and managed but until now

there has been no rigorous method to associate risk with process capability. Practical Process

Profiles provide a methodology to make this association, so that a process is engineered to

reduce risk and increase the probability to achieve the value proposition.

4. Practical Process Profiles and Risk Reduction

ISO/IEC 15504 has two purposes: process improvement and capability determination. In part

4 of the standard, the use for capability determination specifies the use of Capability Target

Profiles. These consist of a set of processes with each process have a specified capability

level (CL). The best way to set these capability levels is to investigate which processes have

the biggest effect on achieving a desired target. This is achievable by two means - positive

achievement of desired outcomes (value creation) and problem avoidance (risk reduction).

The combination of the two approaches is called Practical Process Profiles. It is practical

because it focuses attention on the specific processes that have the greatest impact of

achieving the desired aims (e.g. safety, time to market, etc..) for a domain (e.g. automotive,

aerospace, etc..). It can set targets for each process based upon both risk reduction and value

creation.

Producing products, systems and software entails certain risks. Risks that occur become

problems that require extra effort, reduce productivity, value creation and profitability, and

can even cause business failures. Leistungs Consult has created a methodology for teams,

enterprises and industries that reduces risk through Practical Process Profiles and process

optimisation. Reducing the risk means that less time is spent fixing problems and more time

is spent profitably producing products (e.g. software) for value creation (value streams).

For projects, this is called TBBDI Risk - Team Based Business Design Improvement -Risk.

For companies, this is called EBBDI - Enterprise Based Business Design

Improvement.

For an industry or association, this is called IBBDI - Industry Based Business Design

Improvement, for example, Automotive (& Automotive SPICE), Medical, Aerospace,

and Financial industries.

Benefits

The TBBDI Risk, EBBDI and IBBDI methodologies have the following benefits:

Practical Process Profiles that increase process (and hence business) efficiency.
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Reduce process related risks. Handle safety, security and other industry specific risks.

Superior to existing target profile approaches in process and assessment standards

while still compatible with CMMI and ISO15504 (SPICE).

Reduce number of processes required to achieve business aims (value creation and

Lean compatible).

Process improvement and optimisation activity can be based on industry, enterpriseand project specific risk reduction. Each level brings particular benefits such as

standardisation, competitive advantage, project efficiency.

Profiles can jointly highlight and prioritize value creation and risk reduction.

We provide training and consulting to allow you to benefit in optimising your business. A

certification scheme is currently being planned.

To read more, download the white paper.

Courses with iSQI.

There is an article on Practical Process Profiles in IEEE ITPro - November/December 2007.

I am technical editor for work on a new part 9 to theISO/IEC 15504 standard which covers

the requirements for Target Process Profiles. As a result of sponsoring the work on the

standard, the Practical Process Profile methodology will be fully compatible with the new

standard.

5. Agile project management and software development

Introduction to agile project management and agile software development. This one daycourse introduces the most common agile methods and compares their advantages and

disadvantages with 'traditional' methods.

Comparing Software Development Projects

Characteristics of traditional methods

Characteristics of agile methods

Selection of the most appropriate agile method: Crystal, FDD, DSDM, XP

Extreme Programming (XP) practices and examples

Use of Stories

Agile Project Management: SCRUM and other Agile project methods

SCRUM Sprints and Stories

Participants perform several exercises in teams using the agile repetitive practice approach.

The course can be tailored to suit individual corporate client needs. There is also a two day

course where more extensive practical exercises are performed.

Coaching in agile methods is also available. Coaching is a critical success factor in forming

and improving agile development teams.

6. Coaching for Results
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Coaching is a good method for hands on learning and improving existing practices. Coaching

helps projects succeed.

Better results, fewer problems, shorter time

Better learning of new methods and practices

Better and more effective work practices - do the right thing at the right time Get rid of wasteful practices and processes

Better estimation and short term planning when using agile methods

Better teamwork

Better individual work and better motivation

Easy initial improvements lead to early benefit and the ability to make further

improvements

Your current and next projects will be better and at the same time cheaper if agile

Coaching provides just-in-time training. It can be used by itself to learn better methods and

practices in a way that matches your needs. It can also show how to implement the concepts

described in workshops. It can tailor general methods to specific uses.

No two people work exactly the same, no two projects are exactly the same. A good coach

will give you what you need when you need it (a lean thinking approach). You will learn and

use new methods, and coaching will make sure you do it right the first time. Coaching will

answer your questions when you ask them.

We perform coaching for individuals and small teams. We have coached in software

development using a variety of methods includingagile methods, in service delivery,

Information Technology management, project management, quality and process

management.

We guarantee satisfaction.

We charge a flat rate per day, all expenses included.

7. Lean and the Toyota Production System

In the mid 1990s I had the opportunity to visit the Toyota Motor Corporation in the town of Toyota between

to see my car being built and to talk to various personnel about their engineering and production methods.

Having previously worked part time as a engineering student at an automotive plant in Australia, there were

between Toyota and the Australian car maker. Today many of the methods and techniques used by Toyota i

Production System have been copied, but at that time the differences were eye opening! What impressed me

techniques such as JIT-Kanban, Poka Yokes, 5S and statistical process control charts (impressive as they are

the corporate culture allowed the teams to act to solve problems and the use of Keiretsu. Each workstation (c

Lean) in the assembly halls had a large red light and 'stop' button to activate it. When the workstation team e

problem, they could halt the assembly line, form a quality circle to solve the problem and provide rapid

feedback/improvements. I was lucky enough to see such an event occur. This people aspect of the Toyota Pr

(see the People-Process-Product model for more on holistic approaches to quality and improvement) has bee

differentiator to how many companies implement Lean Manufacturing. This ability of the workers at Toyota

to solve problems was in stark contrast to my earlier visit at a large commercial aircraft manufacturer, whereregularly passed from workstation to workstation and eventually had to be solved by the airline inspection te
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delivery tarmac. Toyota involved suppliers in their production approach, forming true partnerships in a Keir

using pure cost driven purchasing and contracting. The aim is reduce waste and share improvement and profi

The empowerment of the people doing the work is emphasized in Lean, but the reality is that production sch

organization hierarchies still have a tendency to work against this critical principle. This situation has improautomotive manufacturers in Germany that I have seen in the past decade. Sometimes this lean culture has fl

tier suppliers and their suppliers, but it is not always apparent due to myopic purchasing people who do not

benefits of lean methods and stick to cost based purchasing. There is still room for much improvement.

8 Lean

Lean is one form of quality management (for more on quality management, readers should visit theQuality

created or my similar work on the topic in Wikipedia).

It is a growing set of disciplines and has grown to embrace several components:

1. Lean Manufacturing

2. Lean Thinking

3. Lean Engineering

Lean Manufacturing is the original translation of the Toyota Production System. It embodies most of the maj

with an emphasis on optimizing process flow, pull orientation and reducing waste. The original seven types

Defects

Inventory, whether work-in-progress, waiting components and finished product not being processed

Moving products when not required to perform the processing Movement of people or equipment more than required

Waiting for the next production step (a large waste item)

Overproduction leading to inventory

Over or extra processing due to poor design or tools

There are many techniques in Lean, including:

Just In Time (JIT): is an inventory strategy implemented to reduce in-process inventory by means of

(Kanban or similar).

Kaizen is a Japanese philosophy that focuses on continuous improvement.

5S - Seiri (Sorting): Sort all tools, materials, etc., to keep only essential items. Sotre or discard the res

appropraite. Seiton (Set in Order): Arrange the tools, equipment and parts to optimize work flow. Sei

keep the workplace clean and neat so that other waste is obvious. Seiketsu (Standardizing): Standardi

practices. Shitsuke (Sustaining): Maintain and review standards to maintain the focus on this new w

Poka-yoke is a Japanese term that means mistake-proofing to avoid inadvertent errors. This can be a

floppy disc) or behaviour shaping constraint so that an operation can only be performed correctly.

Autonomation describes a feature of machine design to implement automation with a human touch.

automation implements some supervisory functions rather than production functions.

Single Minute Exchange of Die (SMED) focuses on providing a rapid and efficient way to convert a

process from the current product to the next product.

Fixed Repeating Schedule is a production schedule which is repeated perhaps daily or over a longerfortnight.
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Genchi Genbutsu means to go and see for yourself. The aim is to see a process in action so that probl

context and improvements are simpler and more appropraite.

The "5 Whys?" a question-asking method to determine the cause/effect relationships underlying a pa

asking why to create deeper levels of understanding.

Gemba - visiting the actual place of work (or scene of the crime :-)

Lean Thinking is in essence a distillation of how Lean Manufacturing was created. Readers may wish to loo

stage in STARS for more on thinking and theprocess optimisation page. One of the techniques used is Valu

(based upon earlier work with Value Chains). This looks not just at the processes but also aspects such as wa

waste in a value stream with the aim to eliminate it. One of the more recent extensions to this is Value Netw

is not yet a mainstream Lean technique (and encompasses more than just value streams, building upon aspec

knowledge frameworks and social networking analysis). For software engineering and systems engineering,

Profiles methodology provides a Lean Thinking application to process optimization.

Lean Engineering is the application of Lean thinking into the engineering and design disciplines. Much wor

engineering has occurred in the lean aerospace initiative (and the Lean Advancement Initiative). There is als

initiative in systems engineering being promoted through INCOSE in the Lean Enablers working group.

9. Process Optimisation

An important aspect of business excellence is process optimisation. We have decades of

experience in process engineering with the aim to optimise business processes. This includes

coverage of businesses in financial, transport, aerospace, defence, insurance, IT and software

development sectors.

We have decades of experience with ISO 9001 conformant quality systems. ISO 9001

provides a solid basis for quality. However, we recommend optimising business processes ata higher level of process capability than ISO 9001. In general, as processes are optimised at

higher levels, the number of problems are reduced. So instead of spending costly time and

effort fixing problems, we recommend creating processes that reduce errors (using lean

thinking). That way, you spend more time adding value and increasing profitability, instead

of fixing problems and creating dissatisfied customers. In general we prefer to optimise

process capability. We use the world-wide standards. We prefer to use a Design first

approach calledTeam Based Business Design Improvement TBBDI. It uses an optimisation

tailoring approach called Business Process Mapping BPM. TBBDI handles aspects such as

Lean and Statistical Process Control.

The biggest advantage of TBBDI is that it helps motivate people to achieve the desired levelof improved process capability, without subjecting them to assessment until they have used

the improved process for some time.

If needed due to customer demand, we can use the Assess first approach. We perform a

standards conformant assessment followed by an improvement planning workshop. This is

useful when the organization does not have a good idea of its process capability or its desired

performance level. We coach process practitioners and can perform process engineering and

improvement as part of a client team. We have experience with working at the highest levels

of process capability, so we can provide our clients with real practical advice to achieve the

highest levels of process optimisation (Capability Level 5 in the ISO15504 scale). We believe

working at these levels can help reduce problems and eliminate processes created to correct
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problems (waste processes). See Practical Process Profilesfor the most advanced way to set

process optimisation targets.

Our results can also be assessed using ISO 15504 (and variants such as Automotive SPICE),

SEI CMM and CMMITM assessment methods.

10.Team Based Business Design Improvement

Team Based Business Design Improvement [TBBDI] is a team empowering approach to

improving the team's activities. TBBDI is agile and fast. It uses a 'Design First' approach to

quality improvement, while including assessment modelsas potential input. Team Based

Business Design Improvement:

helps teams to foster enhanced teamwork

harnesses the power of teams to get things done

is more motivating because it helps people achieve their goals, rather than assess their

shortcomings uses expert facilitation to support change champions and motivate change

designs and implements improvements, both small and large changes are possible

can make several improvements simultaneously or incrementally

uses coaching to get things right the first time = immediate benefit

enhances learning and knowledge through use of expert coaches

uses assessment models as one form of input

delays assessment until the team has improved and is competent

is compatible with process assessment methods such as CMMI or ISO 15504 and

variants

Because Team Based Business Design Improvement facilitates improvement first and

assessment later, it supports change champions who want to innovate or make significant

improvements as soon as practical. By focusing on implementing improvement first, it

achieves results sooner than 'assess first' methods. By using a team improvement approach it

builds a positive culture towards improvement.

Team Based Business Design Improvement particularly suits motivated people and teams

who want to improve faster and achieve results and benefits sooner. It is used together with

the TIMEWhirlpooltechnique from STARS.

11.High Performance Teams

STARS uses several techniques and methods to create and motivate high performance teams.

These include socio-cultural survey and management, coaching, knowledge management and

sharing methods, and the TIMEWhirlpool technique.

Creating a team requires balancing complementary and competing goals and needs. The

TIMEWhirlpool is a technique that can be used for setting goals, determining team needs and

creating mini-teams within a larger group such as a project team. The TIMEW in

TIMEWhirlpool stand for Team, Individual, Management, Enterprise and Work categories.The customer input is included within the various categories.
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Ideally, team leadership aims to achieve the sweet spot where all five sets of goals and

needs are satisfied, as represented by in a Team Balance diagram.

Team Goals and Needs

Individual Goals and Needs

Management Goals and Needs Enterprise Goals and Needs

Work Goals and Needs

Team members provide input which is open to facilitation and collaboration to achieve

superior goals and sets of needs that mini-teams take responsibility to achieve. Because the

input comes from the team members themselves, the mini-teams own the goals and are

motivated to achieve them.

We provide training in using the TIMEWhirlpool.

The bookReach for the STARSprovides a complete description of the TIMEWhirlpool andhow to use it. Members of the American Society for Quality may wish to browse their 2007

Quality progress magazine for an article on STARS and the TIMEWhirlpool technique.

In addition to team level training, we show how to combine teams into an enterprise wide

culture of excellence and how to extend team synergy into Symphonic Collaboration.

The techniques can be used with Team Based Business Design Improvement.

To expand these techniques into virtual organizations that are geographically and

operationally dispersed requires further adaptation. This is wherenetworks come into focus.

12.STARS Socio-cultural management

STARS has a culture theme, focused on socio-cultural management within enterprises.

Culture can vary widely between people, professions, organizations, regions and nations.

Each impacts to some extent on the other.

For organizations, it is important to understand their own culture in order to optimize the

contribution that people make to the organization's vision and mission. The culture affects the

way that traditional management disciplines (e.g. quality management, information

management, process management) are best implemented. The organizational culture has an

even greater effect upon how to implement knowledge management. This is because

knowledge management is also intensely people oriented.

In STARS, the cultural theme proposes socio-cultural survey, using a variety of means to

form a clearer understanding of the existing culture. This highlights norms and values, both

across the organization and for various departments, sections, business units and teams (i.e.

sub-cultures).
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It covers how training helps create shared experiences which in turn help to shape the culture

of the organization and the people who comprise it. It looks at how to motivate people to

achieve better outcomes and how organization wide synergies lead to symphonic

collaboration. For organizations that seek to improve their overall performance, STARS helps

focus change leadership on the key success factors required.

The combination of the STARS cultural theme and the Sustainable Improvement theme

provide effective change management.

The combination of the STARS cultural theme and theSTARS Knowledge cycle provide

'culturally sensitive knowledge management'.

STARS cultural modeling combines the work of existing cultural experts with unique

elements to help leaders and managers understand the benefits of socio-cultural survey in

planning and leading change management in organizations. In particular, it can benefit

change in organizationally and geographically dispersed networks.

You are welcome to download the linked diagram: STARS Cultural Model on the basis that

you respect the copyright of the author. You may distribute or link to this diagram, so long as

it is not altered or excerpted in any way.

13.STARS Cultural Model
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14.Knowledge Management

The STARS Methodology uses an underlying knowledge paradigm that depicts how data,information and knowledge are created and used by people. Knowledge sharing is driven by

people and supported by processes and products (tools). It is important to realize that no tool

or process on its own will promote knowledge sharing. It is people as individuals and in

teams that decide how and when to share information and to what extent.

The STARS Knowledge cycle covers personal, team and organizational aspects. The

following diagram provides a simplified depiction of the main elements from the personal

viewpoint. The states are shown as nouns (in capitals) and the verbs (in blue) are the main

associated actions. The colour shading depicts that a continuum exists between learning and

using knowledge. This knowledge continuum is affected by and affects the culture of an

organization. Hencesocio-cultural management and knowledge management interact in waysthat shape adoption of knowledge management in an organization. This is termed: Culturally

sensitive knowledge management.

When shared information leads to shared insight and understanding, then knowledge sharing

can be recognized to occur. Knowledge management can facilitate this knowledge creation,

sharing, and products can help capture and organize this for future use.

The main book: Reach for the STARS, describes the STARS Knowledge cycle in greater

detail.

In addition the author has a detailed knowledge management method and model forapplication in an organisation. Feel welcome to contact us if you wish to improve your

knowledge management.

Copyright notice: You may copy and share the STARS knowledge life cycle and knowledge

layer diagrams as shown without alteration under the GNU Free document license provisions.

Any other usage (including removal of the copyright notice) is not permitted.

15.Business Excellence

Business excellence is about satisfying customers and exceeding their expectations.

The three critical success factors for business excellence are:

Motivated people

Optimized processes

Supportive products

We use the STARS methodology to address all three success factors in a holistic manner

(together).

STARS starts from a personal perspective (what can I do?), expands into a teamperspective (how to create and foster high performance teams), expands further to address
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organizational culture (symphonic collaboration) and culminates in a sustainable

improvement and innovation theme (striving for excellence).

STARS describes customer and product themes that address satisfying customers and

exceeding their expectations with products and services. It includes strategic and operational

principles. STARS has a systems theme that incorporates systems thinking and anenvironmental theme that addresses environmental and sustainability concerns.

STARS is not just a nice theory, it has been used in real business enterprises to achieve a

culture of high quality business excellence. STARS has been taught in corporate and public

courses by Han van Loon for nearly a decade. In some ways, STARS is also a result of the

hundreds of people who have attended the STARS workshops. For more about STARS, see

the Reach for the STARS publication page and the STARS Workshop pages for training

courses.

STARS is a methodology that achieves business excellence with a human touch!

16 Modes of Thinking

The way we think influences what we can achieve. Here I don't wish to explore pop

psychology themes such as 'positive thinking' but focus on our cognitive processes.

There are at least twelve personal modes of thinking, not to mention team based thinking

methods.

Unfortunately, most people only use a few!

Here are some personal modes of thinking and their use.

Reactive Thinking (reaction)

Reflective thinking (reviewing)

Strategic thinking (setting direction)

Lateral thinking (opportunity spotting)

Imagination or creative thinking (innovation and ideas)

Critical thinking (problem solving)

Judgmental thinking (quality appraisal)

Holistic thinking (environment scanning)

Systems thinking (design and relationships)

Chaos thinking (handling ambiguity)

Decision thinking (action)

And finally, Metacognition (thinking about thinking).

It is important to realise when your thinking mode is inappropriate and change modes. In

STARS each of the modes is explored and training helps foster the ability to change as

needed.
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17.The Thinker

First there was Rodin's famous statue of the thinker....

But do you ever see anyone really posed like that when thinking?

Very unlikely!

On the other hand, there are thinkers that I admire including de Bono, Senn, Drucker and

Deming. Some are thinkers about things (like quality management) and some are thinkers

about thinking (metacognitionists). People like de Bono have been reshaping the way to think

and are likely to have longer horizons for shaping events.

18.Leadership and Management

One of the biggest challenges for managers is to become good leaders. Not many make it!

Why is this?

There are many reasons, but some of the most common are:

Leaders need to be 'people persons'.

Leaders need to inspire people.

Leaders need a vision and an ability to communicate this vision.

Leadership is not just a work skill but a life skill.

Managers often focus on the work and forget the people.

Isn't it enough to be a good manager? No, not if you want your team and enterprise to achieve

great success. Leadership is a skill that can be learnt. The STARS Methodology has many

focus points for helping develop these skills.

While good management can lead to good performance, good leadership leads to great

performance.

It is important to not only learn work skills, but also people skills to become a Star leader.

The STARS methodology recognizes the need for good leadership, and provides guidance to

help managers become leaders. The book: Reach for the STARS highlights various peoplerelated leadership skills in order to help managers become good leaders. Learning and

applying these skills will help you to become a good leader, and the more you learn and

practice, the greater your leadership skills become.

The STARS workshop courses help managers become leaders.

Becoming a good leader not only helps yourself, it helps the people who work with you, and

society in general.

19.Star People
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Every enterprise has people who achieve more than their colleagues. Every leader wants

these people in their enterprise.

Why do some people achieve more?

The reasons are varied, they include the skills and experience of the person, the desire toachieve, and the match between the person, teams and the enterprise.The people who achieve

more are the Stars. When you look at a Star person, she or he is:

Highly motivated to succeed.

Knows how to set goals, think and act.

Knows how to make the most of his or her skills, competence and experience.

Knows how to collaborate and cooperate well with others.

Reviews his or her own performance honestly and uses it to improve.

Has a superior way to learn and use knowledge.

Shares common values and norms within teams and across the enterprise's

organization. Enjoys what she or he does.

Becoming a Star person is not a given. It requires knowledge and effort. STARS describes

the 5 Ps, I and E of Stars. These are personal characteristics of Stars, that you can learn and

apply.

Reach for the STARS - the books and the workshops.

The STARS workshops provides training for people who wish to be Star people.

20.The Star Manager

What makes a Star manager?

A Star manager is prepared to take on challenges that often encompass risk.

A Star manager knows how to satisfy customers.

A Star manager knows how to develop products.

A Star manager is not easily sidetracked by irrelevant issues, but focuses on the main

game.

A Star manager knows how to build a team and foster teamwork.

A Star manager knows how to create processes that aid people using them to achieve

the extraordinary, and remove processes that prevent people achieving the ordinary.

A Star manager knows that People-Process-Product need to work together to achieve

optimal results.

The STARS Methodology provides an innovative and effective approach to management.

Unlike existing methods that prescribe a specific approach, such as command and control

management, STARS provides the manager with choice, so the manager can adapt to every

situation.

The book: Reach for the STARS describes methods, techniques and improvement activitiesto create Star managers. STARS workshops provide training to help you become a Star


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manager. In addition we commend you to look at the results of the XING STARS Knowledge

Caf on Leadership. You are welcome to download the summary results. We welcome

feedback and encourage you to explore the use of Knowledge cafs for improving

management and leadership in your enterprise.

21.Star Leaders

What is needed to become a Star Leader?

First, if the role involves people, you need to be a people person. You have to genuinely like

working with people and treat them as you want to be treated (not just how you are treated).

Be PEOPLE-CENTRIC.

Second you have to have a vision that appeals to others, so they want to join you in achieving

this vision. Be VISIONARY. Third, you have to clearly guide people to achieve both their

own goals and your goals. This requires a method to set joint goals. SET GOALS.

Fourth you need to be able to build teams that work well together, in other words create high

performance teams. TEAMWORK. Fifth, you have to inspire and motivate people. This

means giving them the power and means to achieve shared and individual goals.

MOTIVATION.

STARS provides a method that achieves all these. It describes how to cover VISION,

GOALS, TEAMWORK and MOTIVATION in a PEOPLE-CENTRIC approach to

Leadership and Management. And STARS does more because it shows how to enable a

culture of STRIVING FOR EXCELLENCE!

The book: Reach for the STARS describes the qualities and actions needs to be a Stars

Leader. The STARS workshops help turn managers into leaders.

Great leaders improve themselves, help others and society.

In addition we commend you to look at the results of theXING STARS Knowledge Caf on

Leadership. You are welcome to download the summary results. We welcome feedback and

encourage you to explore the use of Knowledge cafs for improving management and

leadership in your enterprise.
http://www.lc-stars.com/starsleaders.htmlhttp://www.lc-stars.com/starsleaders.htmlhttp://www.lc-stars.com/starsleaders.htmlhttp://www.lc-stars.com/starsleaders.htmlhttp://www.lc-stars.com/starsleaders.htmlhttp://www.lc-stars.com/starsleaders.htmlhttp://www.lc-stars.com/starsleaders.html

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