stress busting 1

Stress Busting 1

1

• A friend recently left a large manufacturer to go and make boats. He was fed up with too much work, relentless travel and the toll on family life.

• This presentation is the first in a short series about giving leaders practical ideas which can help to control stress.

3

This High Level Business Model allows you to answer fundamental questions and orientate your thinking. Using it helps you to allocate time effectively and to the right priorities, which reduces stress.

1. Mission

6. Inputs5. Suppliers

7. Processes

4. Outputs

12. People 2. Vision

3. Customers

9. Performance Requirements

11. Technology

10. Workload (including variations)

8. Locations

4

• Here’s how it works….

• The 12 elements of the model must all be clear and congruent with each other for your business to survive and thrive

• Internal and external forces drive change in one or more of the 12 elements

• As a leader, it’s your job to make sure that all the other elements change in line with these forces to keep the model balanced

• For example, increasing customer demand drives up workload, meaning that other parts of the business must change to cope.

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

5

• By asking and answering a series of questions the model can be used to:

• Assess status

• Aid high level thinking, discussion and decision making about changes to make

• The sequence in which these questions are addressed is important

• It may not be the only sequence which works, but it has worked well for us over the last 20 years

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

6

1.Mission:

1.What is the purpose of your organisation?

2.What business are you in?

3.What differentiates your business from others?

4.What are your business's values?

5.Do all stakeholders understand and agree with the mission and values?

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

7

2. Vision:

1.What are you trying to achieve?

2.By when?

3.Do all stakeholders understand and agree with this?

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

8

3. Customers:

1.Does everyone in your business know who your customers are?

2. Do they know who your most important customers are?

3.Do they know what your customers need from your business?

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

9

4. Outputs:

1.How well do the products and services your business produces meet your customers' needs?

2.Does everyone in your business know what products and services you produce and how well they meet your customers' needs?

10

5. Suppliers:

1.Can your suppliers deliver what you need to achieve your vision?

2.Do your suppliers deliver when you need them to?

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

11

6. Inputs:

1.Has your business got the right "make/buy" split?

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

12

7. Processes:

1.Are your processes lean?

2.Can your processes deliver what you need to achieve your vision?

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

13

8. Locations:

1.Is your business located in the right places to achieve your vision?

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

14

9. Performance Requirements:

1.Have you developed SMART objectives, which will indicate the achievement of your vision?

2.Do you know how to measure progress towards your objectives?

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

15

10. Workload Variations:

1.How will your business cope with workload variations as you progress towards your vision?

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

16

11. Technology:

1.Are you using the most suitable technology to achieve your vision?

2.Are you getting the best out of your technology?

3.Are your technology costs under control?

17

12. People:

1.Are you getting the best out of your people?

2.Is everyone committed to the mission, values, vision and objectives?

3.Is your organisation structure consistent with your processes and technology?

4.Are you using teams to the best possible effect?

5.Do the leaders and managers in your business inspire those who work for them?

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

18

Over the last 20 years, this model haas helped us and our clients to agree focus on priorities and allocate time and resource appropriately.

There may be other questions which are particularly relevant for your business. By all means add them to the list.

We’d love to hear about your experiences of using the model.

You can reach us at: [email protected]

1. Mission


7. Processes

4. Outputs


3. Customers


11. Technology


8. Locations

mailto:[email protected]

stress busting 1

Leadership & Management

workload variations

performance requirements

important customers

business cope

high level business

series of questions

right priorities

right places