How Does A Football Game End In A Tie Let Enthusiasm Lead You Down the Most Fruitful Paths Towards Flawless Performance

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Let Enthusiasm Lead You Down the Most Fruitful Paths Towards Flawless Performance

When every change is expensive, everyone wants to enjoy perfect performance. Unfortunately, many people have little idea how to achieve this result, even when the importance of the goal is clear.

Some like to use punishment: It means that it is painful to make a mistake. But this approach does not achieve an inspiring endeavour. It is good that you train your dog, but not if you want to satisfy customers and those who use your offers from all over the world.

Others want to use incentives: Encourage every good move. This is good for improvement, but will not achieve flawless performance.

What is needed? Start with natural excitement and build good communication around that excitement.

Let me put this advice in context: This is an important lesson for those who want to achieve a 2000 percent improvement (ways to do 20 times more with the same time, effort, and resources).

Below are the steps to create a 2,000 percent solution:

1. Understand the importance of performance measurement.

2. Decide what to measure.

3. Define future best practice and measure it.

4. Implement more future best practices.

5. Identify best practices.

6. Follow best practices.

7. Choose the right people and provide the right motivation.

8. Repeat the first seven steps.

This article examines the practice of becoming more effective in performing the sixth step, seeking best practice (getting as close to perfection as possible).

Excitement wins

Excitement makes change easier. As an example, see how enthusiastic (and often inebriated) soccer fans learn to perform effective flashcards with impressive visuals in less than five minutes of practice and practice. Fans are excited about the game and want to extend their experience to those watching on TV. Those who like to be a part of card stunts get their neighbors to participate and do well in correcting mistakes among those who are too handicapped without guidance.

Choose a direction that excites everyone … or choose a message that connects your direction to something that excites people. For example, describe to employees how the change supports their personal values, can increase pay, and can open doors for promotion.

There is always someone who does not understand a word

Successful communication provides the power to advance change. In most organizations, few people are informed about the planned changes and understand what needs to be done. For a top-down initiative, about two-thirds of those at the top of the organization can describe what needs to happen with the change program. Among middle managers, their number decreases significantly. And at the lowest organizational levels, only a handful of entry-level employees will be aware of the change program. This lack of understanding can be a roadblock when a new direction requires everyone’s participation.

In order not to get stuck in communication stalls, focus on the need to repeat the message and change the method of communication, while a lot of emotional reinforcement and inspiration of people with importance. The average person does not appreciate new ideas until they have been explained at least 25 times and in many ways. Shorten the time it takes to receive these messages and you’ll do even better. Ideally, get the point across at first 25 different ways in one day.

Keep your eyes open

Although modest change projects work best by proceeding according to plan, major changes are often improved by making mid-point adjustments to their plans. As you implement your projects to move toward best practice, periodically reassess whether your approach remains relevant. Knowledge moves so fast that you can make new choices. Also, experience with a project can lead to better ideas for next steps.

Stellbusters

Use the following questions to choose the right opportunities and move forward in a more favorable way than the rest of the world:

“What best practice opportunities can best help your organization’s stakeholders? Think about users, customers, customers, customers, suppliers, suppliers, employees, employees’ families, partners, distributors, shareholders. , lenders, suppliers, suppliers of suppliers, suppliers of suppliers, the communities in which you operate and the rest of humanity.

“Which of these best-practice opportunities excite employees the most?

“Which ideal-best-practice opportunities provide the most benefits if successful?”

“Which ideal-best-practice opportunities do the least harm if they fail?

“How do the changes that each best practice requires align with your historical record for successful change, and what can you do to improve your odds of success?”

“What unique resources would be required to develop the most interesting future best practices to pursue each ideal-practice opportunity, and what other benefits would be lost as a result?”

“Will best-practice opportunities produce significant results every six months or even more? What will those interim results look like?”

“Can you spend the time and money to take four or more different approaches to project design to find the best best-practice opportunities?

” What should be the goals for the best opportunities – best practices?

“What are four interesting ways to implement any best-practice opportunities you choose?

Copyright 2007 Donald W. Mitchell, All rights reserved

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