home brew module 6 advanced management 201 08-jun-11-1

Bundaberg Brewed DrinksHome Brew Program

Home Brew

Module 6

Advanced Management

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

Agenda

• Managing Time

• Strategic Thinking

• Measuring Performance

• Next Steps


Advanced Management Tools and Processes

Managing time

Strategic Thinking

Measuring Performance

Team Leader Model


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

Setting priorities

Managing your time effectively

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

Strategic Business Development 2008

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


Reflection

• Take a few minutes to reflect on your time management performance:

• What is driving this?

• What needs to change?


Getting the Structure

1.Understand how you use your time

2.Set priorities

3.Understand your energy patterns

4.Use appropriate time management tools

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

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

Energy Patterns


B PrioritiesA Priorities

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


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


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


Thinking Strategically

Taking the time


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


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

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


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.


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


Measuring Performance

Setting KPIs


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)



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

Process Mapping Tips

• Define the outcomes

• Work backwards from the end-point (outcome)

• Don’t get lost in the detail

• KISS


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


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


In conclusion

So what have we talking about?


Team Leader Model


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

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

Energy Patterns


B Priorities

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


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

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


Next StepsComplete Exercises from this module

Tools & Templates

Home Brew Intranet Site

Next Module: Module 7 - Advanced People & Leadership


Thanks

Strategy into Action


home brew module 6 advanced management 201 08-jun-11-1

Documents