Frenzied multitasking, technology overload, and insufficient training all contribute to work stress, especially amongst new managers. Here, Bruna Martinuzzi discusses strategies for avoiding these stressors, and making work a whole lot more enjoyable.
Everyone knows project managers are supposed to be masters of time management, even if different cultures have different perceptions of what that “time” actually means. To find out if you really have what it takes, take this quiz developed for PMI’s Career Track by Neil Fiore, Ph.D., a Berkeley, California, USA-based psychologist, coach, speaker and author of Awaken Your Strongest Self: Break Free of Stress, Inner Conflict, and Self-Sabotage [McGraw-Hill, 2006]. Find the time-management attitude that best fits your style and we’ll tell you what to do.
Today’s software development and systems implementation projects are increasingly falling into the eXtreme zone—not only organizationally and technically complex, but also features high speed, high change, high unpredictability and high stress.
(By David Masters) Millions of working days are being lost every year as Britain’s long-hours culture afflicts employees with work-related stress, depression and anxiety. According to research by Aviva Risk Management Solutions (ARMS), 13.5 million working days were lost in 2007-08 due to work-related mental health problems. ARMS believes the problem is set to heighten as businesses stretched by the recession put additional strain on employees. Read the full article.
You can’t manage time. You can’t save time. No one has more or less time in an hour, a day, a week, or a year than anyone else. And yet, some people seem to manage to accomplish more with the time they have than others. Some people seem to be more satisfied with their lives and less stressed than others. What’s the secret? Cyndi Maxey and Kevin E. O’Connor provide some answers in their new book 10 Steps to Successful Time Management. Right from the start they say “Our goal is not to save you time. Rather, it is to save your life-the life you want to live while everything else is getting in your way.” The key to doing this is identifying what is important to you and learning to self-regulate your behavior so you can use your time well. In 10 steps, Maxey and O’Connor outline some ideas, strategies, tools, and techniques for making the most of your time: Learn more about the book and get a free sample chapter here. To purchase the book, click here.
Total Quality Management stresses on continuous improvement of management processes as well as employees. Whereas, Job Analysis Process is conducted to determine what an employee is supposed to do and how to do those activities.
This article discusses the impact of the ageing of the western societies on the healthcare systems and the broader economy. The key theme in this article is that the shock of gray or the increase in the number of retirees would add to the strain of the already stressed out healthcare systems in the west as well as causing a double whammy of declining contributions from the retirees and increasing outlays for their healthcare.
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A (not very) true story of Christmas in one household can teach us a few important project management lessons. Before you get too stressed, put in some proper planning, calm down and enjoy our annual holiday sidetrack.
It is not uncommon to hear deadline-stressed project managers and team members rationalize about why requirements management is not necessary. But short-changing business analysis activities is one of the leading causes of rework and delays.
The Project Procurement Management knowledge area often causes stress to potential PMP exam takers, but it doesn’t have to be that way. There are, however, a few important elements within the process that will need to be studied in further detail.
We generally talk about managing projects that were sold to our customers. But how about the management of a presales project? Is that just like managing any other project? Do we have the same constraints? Is it less stressful?
Talking to senior management can be stressful, but it can make a big impact — on your project and even your career. When face time is limited, how do you make the most of these conversations? Here are five guidelines to “communicating up” so that executives listen.
The guoqing (national character) of Chinese project management stresses instincts over methodology. With an education system that churns out resourceful engineers, projects are ready to deliver at the task level. It all falls apart or comes together where project leaders must intuitively translate mission into objectives, and that’s tricky when directives are based more on political criteria than commercial principles.
Implementing a new telemanagement and accounting system in a large company is stressful enough. Doing so simultaneously in five countries, four languages and three time zones is enough to drive any project manager crazyor into the arms of another project manager!
It pays to understand and manage the expectations of sponsors and stakeholders. As expectations are reviewed and nominated to become requirements, the use of a “parking lot” list will help ease the stress for some unmet expectations, and change management will further help ensure that expectations are met when the project draws to a close. Park your eyes here to find out more.
The 4-Hour Work Week by Tim Ferriss The New York Times bestselling author of The 4-Hour Body shows readers how to live more and work less, now with more than 100 pages of new, cutting-edge content. Forget the old concept of retirement and the rest of the deferred-life plan–there is no need to wait […]
What do sales coaches need to know in order to help their salespeople succeed? More importantly, what does a complete, well-rounded, super-star sales professional do anyway? Surely, if you cornered one of these high-performing sales professionals at a social event and asked them what they actually did as a sales professional, there would be more to it than “I help people.” What exactly is it that salespeople DO anyway? I’m talking about what they actually do, not what their company does or what their value proposition is, but what THEY DO day in and day out as a sales professional? To be a complete sales professional, their daily activities should be in support of creating customer satisfaction and loyalty. What are these daily activities? I have analyzed the outputs and deliverables of thousands of sales professionals. I found that these tasks can be grouped into eight key areas. The idea is to help them become highly competent (i.e. superstar) sales professional through helping them: 1. Manage Themselves – highly competent salespeople keep their personal life in check. They stay healthy. They set goals, they make plans for your future. They keep their finances in order. They find stress-reducers. 2. Manage the Sales Cycle — The highly competent sales professionals seek out continuous comprehensive training and education to support their sales process. You should also be able to initiate, plan, and execute a sales process in order for your product or service to be assimilated into the buying organization. There are many systems out there to choose from. 3. Manage Opportunities – Highly competent sales professionals understand how to identify, manage, develop, and close the right sales opportunities. To do this, they’re experts at opportunity planning, territory management, opportunity development, and closing. 4. Manage Relationships- Highly competent salespeople become a trusted advisor to the buyer only happens when the sales professional is successful at building relationships, communicating, distributing information, and influencing others ethically through collaborative dialogue. Building relationships within your own organization is just as critical. Make sure that you take the time to forge relationships with your support teams, delivery teams, management or any other party that is involved in your sales process. 5. Manage Expectations – Highly competent salespeople continue their relationship after the sale. Providing top-notch service to buyers ensures repeat business and a solid sales reputation. 6. Manage Priorities – Highly competent salespeople understand the crucial elements of managing personal time to achieve ones goals and objectives. Great sales professionals understand that they must define the right tasks for the day or month, prioritize them, schedule them and execute. 7. Manage Technology – Highly competent sales professionals utilize technology in order to maximize personal and organizational effectiveness. 8. Manage Communications – highly competent sales professionals understand their choices in selecting, delivering, and leveraging communications strategies and mediums in order to effectively get their message across. There are many people that wonder why sales professionals are “harried,” have short attention spans, are always too busy, or seem a “little flustered”. Perhaps by identifying and understanding these eight areas, you have a new found appreciation and an understanding of why? So the question is, does you sales coaching program help salespeople become better in each area? How can you help them understand which area they are the strongest in? Or which area they are the weakest? A well designed sales coaching program provided by a reputable organization can help sales managers and sales coaches build action steps and coaching programs that help salespeople improve in each area every single day.
Top the 7 myths about the sales profession Selling is the most complicated profession in the world. Many people believe they know what the profession entails…many myths have continued throughout time due to these misperceptions, despite the sales and marketing statistics that show otherwise. Here are some of my favorite myths about selling. Myth 1: Marketing and Selling are the Same Thing! One of my professors I had while taking my Master’s Degree once told me that you can only do one of three things in business: make it, sell it, or count it. The problem is the definition of “selling it” comprises two divergent but inextricably entwined functions — sales and marketing. The more appropriate elements (especially in today’s world) should be, in business you can only: make it, grow it, or count it. I say grow it, for two reasons. One reason is the marketing department and the other reason is the sales department. The problem with the two professions is each of believe that their occupation is the dominant half of the pair. Marketers generally think of salespeople as golf-playing monkeys or pushy placement professionals whose sole purpose is to repeat the same sales pitch (that they have developed) over-and-over again to new prospects. Salespeople generally think of marketers as lazy liberal arts graduates who use the words “focus groups” and “corporate brand” to describe activities that is nothing but “a colossal waste of money.” Ultimately each function needs the other if the company is to GROW. To that end, sales and marketing are separate but equal professions from a business perspective. What’s less obvious is how we should all work together. Marketers believe that marketing should play the dominant role. After all, marketing defines the product, articulates the positioning, and creates all the sales tools (ranging from glowing CEO profiles in “Fortune” magazine to the ubiquitous corporate logo wear that serves as the de facto currency of the modern professional). All salespeople have to do is to follow orders, right? Salespeople believe that selling should play the dominant role. After all, selling is where the rubber meets the road, where the tough get going, where everyone gives 110 percent, and where slogans reign supreme. Salespeople bring home the bacon. All marketers do is provide brochures and take all the credit. The truth is more complicated but more rewarding. Suffice it to say, let’s just say that selling and marketing are NOT the same thing. What both departments SHOULD agree on is the need to stay focused on what the client’s and customers want, in an effort to provide them value. Can’t we just stay focused on that? That’s another book too. Myth 2: Selling is about Winning Over Your Customer! Selling isn’t about winning over anyone. It’s about helping your customer win. If you think of making a sale as “winning”, that means someone has to lose. If you are winning and your customer’s are losing, you’ll be selling a very, very short amount of time. It’s about both you and your customer winning. Enough said. I just wish that prospects and buyers thought that all the time too! Myth 3: Selling isn’t a Real Profession! If you’re embarrassed about being in selling, this is the myth you’re subscribing to. You have to be proud of being in selling in order to be successful. One way to do this is to realize the important people you’ll be working with on a daily basis. When sales professionals sell, they are often sitting across the table from the following formalized professions: Chief Financial Officer (formalized by the American Finance Association) Legal Counsel (formalized American Bar Association) Project Manager (formalized by the Project Management Institute) Marketing Professional (formalized by the American Marketing Association) Information Technology Professional (formalized by numerous associations and organizations) Procurement Professional (formalized by the Institute of Supply Management and the National Association of Purchasing Management) The question is, what exactly is a “formal” profession? Myth 4: Selling isn’t That Hard! Anyone Can Do It! Selling is a hard profession to master. It’s one of the most complicated professions in the world. Where else do you have to understand organizations and individuals with such depth and clarity? Where else do you have to build rapport with so many different types of people, in so many different locations, buildings, or business types? On top of this complexity is the reality that Selling is one of the few real pay-for-performance professions, with over of the compensation “at risk” or based on commission. A lot of sales professionals feel stress in their jobs. In the engineering profession, stress results from the application of a constant force to an immovable object. In selling, the force is your “quota” and the immovable object is your customer’s expectations. If you guess, you stress. It’s that simple. Selling is about taking the guess work out of what the future will hold. True, it isn’t as much as it sounds for real sales professionals. The key is to learn about the truth of the sales profession and banish the myths. When you accomplish this, you will find selling concepts that make sense that can immediately put into practice. Above all else, you will persevere when so many others will quit, and that’s what will make the difference to your company’s bottom line. Myth 5: Selling is a “Numbers Game”! Undoubtedly, you will hear this one within your first week of selling: “Selling is a numbers game.” Make the calls, make the presentations, and work your way through enough people, and eventually you will make a sale. You’ll hear it within three hours of being on your first job in Sales. Someone will say “it’s a number game” I guarantee it. It goes something like this. The more phone calls you make, the more sales you will make. “So, make 100 phone calls” someone will say. “Of those 100, send 10 proposals. And of those 10, you will close 2. The more numbers you have the more you will sell. Now, there’s your phone. Good luck!” Remember this always! Quality supersedes quantity. Your goal in selling must be to find prospects that have a propensity and a motive to buy your product or services. If they don’t want to buy or need to buy your product or service, then I don’t care about the numbers! I would rather make two phone calls and close two sales than make 100 like our example above, wouldn’t you? If someone is tracking your progress, how do they know you are calling the right people, with a want and a need? I know of a large insurance sales organization, which provided sales reps with contact lists for life insurance and investments. The only problem was most prospects lived in a low income area and were highly unlikely to buy any life insurance because they didn’t need, or want it. I don’t care if you call 1,000 people that don’t fit the profile. You’re still wasting your time. Quality over quantity. Rather than buying into the myth that selling is a numbers game, think of a game of darts. By aiming your effort (the dart) at a clearly defined target (your pre-qualified prospect on the dart board) your chances for hitting the mark (a sale) are greatly enhanced. Contrast that mindset with a pure numbers game, where you stand outside and try to get hit by lighting or crossing your fingers multiple times with the hope of attaining good luck. Myth 6: You Must Like Rejection! Many sales courses, sales books, and sales training will tell you to keep a very stiff upper lip when you get “rejected.” A rejection can occur when you are rebuffed on the phone, not granted an appointment, or simply told “no.” These courses will also tell you not to let a “no” get you down. The problem with this approach is the fact that once you accept the simple proposition that you have been rejected in the first place, you have given up the psychological high ground and put your self-esteem into retreat! Simply put, your sales team needs to reject the notion of rejection. Once salespeople understand that all they are doing is helping people, every outcome should be the same. If prospects don’t want your help or choose not to deal with your company for whatever reason, it is not your salesperson’s problem. He or she simply has to locate another prospect that needs your company’s products or services. Regardless of the response prospects give, the salesperson is still the same person with the same amount of product knowledge, experience, and competence. When you teach your team to stop actually linking their activity to a prospect’s response (no matter how subtly), selling ceases to be hard work and instead becomes a game. In general, the healthiest mindset for you to teach is: “You, Mr./Ms. Prospect, have made a decision to move forward without my services. I’ll be here when you come to your senses and change your mind. It’s not my responsibility to straighten you or your company out.” Myth 7: Selling is a Dead End Job! Did you know that 85 percent of the company leaders and entrepreneurs in America today were once salespeople? They carried sample cases, made cold calls, dialed for dollars, did product demonstrations and handled objections. Today, they’re the majority of corporate presidents, CEOs and the like. Selling is a dead-end job all right–especially when you consider that the end may be at the very top of an organization!
I have been thinking a lot about life of content. A few different dichotimies seem to frame conversations. Staged vs. Organic: Staged events are one-shot. They need significant pre-establisehd processes and project management. They use up a lot of advertising and communication. Organic approaches are more incremental. They use small layers to build up over time. Television shows are staged, but they can also evolve over many episodes, as writers seize onto relationships, or the right directors are found. Organic content lifecycles stress less perfection up front, and often more feedback. Transient vs. Peristent : This refers to the size of the window of availability, and/or the timeliness of the material. Even these can be fuzzy. DVDs should be totally persistant, for example, but advertising and shelf-issues make them somewhat more transient. Also, as with movies, there is a perceived success (being number one on the charts) that drives more success, and more of a staged content approach. DVDs can also make movies a bit more incremental, with multiple versions available. Computer games can also have various versions, and can also be patched on the fly. Controlled vs. Community: Is their one-voice shapping this or multiple? Mods for computer games can subvert a very controlled piece of content. From a formal learning perspective, I always ask, how can I get the training group out of the way? How can the community generate the content, and how can the training group help that? Is there a “so what” for these lenses? I think so. One is to recognize our own biases, and accept that these biases might be interfering with coversations with sponsors. The other is to recognize the current trends that are pushing towards incremental, persistant, and community, and selectively embrace some of this approach, and challenge others.
Philadelphia, PA ( PRWEB) October 26, 2009 – Even in the best of times, finding a new job is a challenge. So it is no surprise that 42% of people polled think it would be “very difficult” to find a new job in today’s tough economy, according to a survey of more than 2,500 individuals on LinkedIn by Right Management. Right Management is the talent and career management expert within Manpower, the global leader in employment services. Forty-three percent of those responding believe getting a new job would be “somewhat difficult,” and 14% would consider it “somewhat” or “very easy.” Men and women have nearly identical opinions on job hunting prospects, while respondents whose job function is in business development or sales are more upbeat than those in finance. The older the respondent, the more likely the individual is to consider the job search difficult, which may be explained in part by their typically higher salary levels. “Losing a job is one of the top most stressful life events,” said Tony Santora, Executive Vice President for Global Solutions at Right Management. “The job search process can be an anxiety-filled experience, even in a healthy economy. So stress typically comes with the territory.” Read more.
(Tallahassee.com, Will Brown, June 1, 2009) The workplace is filled with stressful land mines, especially as companies announce furloughs, corporations slash employee pay and state agencies lay off workers in the coming weeks. Managing that stress is critical not only to production, but one’s mental health, said Melvina MacDonald, director of the Employee Assistance Program at Tallahassee Memorial Healthcare. “We still in our country have some stigma about mental-health issues,” MacDonald said. She used as an example the Employee Assistance Program that’s offered in workplaces. “Such programs help people deal with all kinds of issues including mental health, and they don’t need to come forward to anyone in the workplace,” she said. Earlier this year, Wayne Hochwarter, the Jim Moran Professor of Management at Florida State University’s College of Business, found more than 70 percent of men and women stated the recession has significantly increased the stress levels of employees. ( Read the entire article.)
I have been plagued with a lot of runaway days lately. You can’t help but wonder where they are hiding out anyway? They must be with all the socks that get lost in the laundry… Anyway, I just got done checking second proofs of Christee Gabour Atwood’s upcoming book, Knowledge Management Basics, which is due to go press in the next two weeks. This is a nice little book that gets at the basics of knowledge management (which would explain why it’s part of the Basics series, I guess), explaining the rationale behind the practice and describing what you need to know to collect, verify, and maintain organizational knowledge. So what is the rationale behind knowledge management? Essentially the idea is that one the most valuable assets an organization has is the knowledge of its people, and that knowledge can walk out the door at any time. But knowledge management is more than just a way to hold onto to its assets, it’s a way to disseminate knowledge consistently throughout an organization. It allows employees to find out what they need to know fast and to find information that’s accurate and up to date. If done right, it also ensures that employees get the right information. I know I have worked in places where they do a process one way in one department and do it completely differently (and possibly erroneously) in another department. In other words, it has the potential to create a lot of efficiencies. To do it right, Atwood stresses that it isn’t about the technology (even though she does discuss a wide assortment of technology tools that can be used). If an organization’s culture doesn’t tend to use certain types of technology, then installing an expensive, high-tech system is going to be a waste of money and time. Instead, it’s about coming up with ways to collect the right data and get it verified, put it in a place where it’s going to be used, providing incentives to people for using and sharing information, and finally keeping it current. I find knowledge management to be a really interesting topic because it lets people find their own answers to questions and it allows a certain amount of standardization of processes in ways that make sense. It’s also a way to avoid having to reinvent the wheel every time that you start on a new project because you can find out how similar projects have been done before.
The Root Cause Why Sales Managers Fail at Coaching by Mark Wayland Session W210: Four Reasons Sales Managers Fail at Coaching – and what you can do about it! Ill bet something like this has also happened to you. At a recent family gathering my favourite aunt said, Gosh, you look just like your father! And it didnt stop there. She also audited my habits, expressions, and demeanour. It became obvious that I (the whole package) was far more than the result of a simple case of genetics. Along with physical resemblances Ive discovered that my beliefs, attitudes, and behaviour have, in part, been forged in the same way: Youre acting just like your father! Ill bet youve all heard these kinds of comments. Now Id like you to hold those thoughts and now imagine youre at a sales managers gathering. Ignoring physical similarities; have you noticed how many beliefs, attitudes, and behaviours you have in common? Youre acting just like your manager! Why do sales managers think the way they think? And how does that affect how they coach and manage? Sure, in part, they absorb attitudes and beliefs by osmosis from those around them; from senior managers that they admire and from the way theyve been coached and managed. The other surprising part is to realise that managers are also the product of over 200 years of management thinking habits created in the factories of the Industrial Revolution. And that thinking is still in use today. In the late 1800s F.W. Taylor, with the Industrial Revolution in full swing, applied a stopwatch to factory production tasks, making them far more factual and more quantifiable than ever before. His studies culminated in 1911 with The Principles of Scientific Management (the first modern use of management). Taylor believed that tradition-based decisions (weve always worked this way) and rules-of-thumb should be replaced by precise procedures developed after a careful study of the quickest/ most efficient worker. Thinking (like creativity, initiative, and imagination) was done by the bosses, while the workers did the doing. Interestingly, firms that adopted Scientific Management found that while productivity increased (and the workers wages) trust between the bosses and workers dropped. Taylor expressed the workers role as, every day each man should ask himself 2 questions. First, what is the name of the man I am working for? and then, what does this man want me to do, right now? The spirit of management was therefore set. It was a device that promoted efficiency by reducing waste and losses incurred by mediocre factory workers. Managers, then, were somewhat detached, analytical as they controlled workers performance in a mechanical kind of way. Performance, in turn, could be maximised by focusing on the task rather than the people. Managers had a mantra of control. We see this today when (eg) a professional code-of-conduct breach notice is received. In truth, they may feel awful, not because a mistake was made, rather because others may think that, as a manager, they werent in control. In many business cultures, control is the weapon of choice to maximise task performance. Has management thinking changed? (progressed?) It sure has; as has our society and the business environment. A far more collaborative and adaptable approach is necessary. Much of it, though, is still rooted in the Industrial Revolution of factory work and production lines. Its difficult to ignore heritage. We now practice engagement, coaching, and partnership to increase productivity. Here are 3 examples of the changes in management thinking: Bottom Line: The sales management job today is far more than making sure the representatives are working hard, calling on 6(?) targeted customers a day. Its not a case of doing more. Sales managers must value the idea that people and relationships, not just the companys products, make the difference. Coaching and managing these relationships to create continuous improvement are now the core function of management; not control. Its just that when sales managers are stressed or under pressure you may see some of the old Industrial Revolution command-and-control behaviours squirt out and become the sales manager default behaviours. And its this excessive need/ belief to be the boss and be in control that stops managers from coaching as best they can. If you’d like more, please consider attending ASTD 2013 where you can hear Mark Wayland at his session
Resolving Issues As a trainer, we want to work with others to quickly resolve solutions to problems. But, many times, it is difficult to resolve issues when you don’t know HOW TO solve the problem! In the day-to-day sales function, problems and conflicts arise all the time. How do you handle these performance issues? Problems and conflicts can develop from inconsistencies and errors in your sales strategy, process, tools, technique, behavior, or attitude. It could be a problem resulting from the actions or decisions of a customer, team member, sales manager or senior staff leader! (And you thought they were perfect, right?) You should monitor situations for potential problems and challenges. You should then develop associated contingency plans. “Take an active interest in the success of a solution and monitor the milestones in the plan.”There are several areas to watch out for when resolving sales performance issues.Be ready to offer some solutions to these problems when training sales professionals. Strategy Strategy must ensure that daily sales actions are converted to high performance results. Be specific about your daily sales objectives before you start your day! This will prevent wasting valuable time prospecting which can be the most challenging psychological task in maintaining a funnel of qualified leads and new business sales. Processes / Tools Make sure that you are standardizing your sales process during training so that all representatives have a duplicable system can be benchmarked, measured and evaluated to develop best practices. Competency What happens when your sales team is not performing and not meeting their sales quota or the sales management begins to stress from pressure to perform? Consider developing a training class that teaches first line Managers how to coaching and leadership skills through behavioral assessment, questioning and self-discovery team building. There are bound to be some slight behavioral and elevated incidents that may need to be addressed with workplace interventions and coaching. Take a look at Blooms Taxonomy Learning in Action Wheel and the Wikipedia -Here you will find solutions to designing specific learning objectives in your sales training that ensure performance standard results. This can help you in benchmarking of your sales teams performance. Measurement Is your current sales training aligned with your sales performance issues? Consider learning how to calculate the impact of your sales training with ROI Analysis.(Return on Investment). Jeff Hardesty, President of JDH Group, as sales improvement expert has given the industry a good example of how to calculate sales training performance. Use an ROI Analysis to determine the impact of your sales training for: Jeff Hardesty states that “As a sales management leader, methodically discovering sales issues first and then running ‘Quantitative’ sales performance numbers to check for feasibility, worthiness, and return on sales training investment will differentiate you from the pack.
Eve Tahmincioglu writes about Riding the Tiger in her article, Surviving Your Company’s Mistakes. The section “Truth and lies” reads as follows: “?Alas, sometimes it’s hard to distinguish between truth and lies. In 2005, Ed Cohen left his job at Booz Allen Hamilton. His wife, Priscilla, left her consulting practice to take jobs in India with Satyam Computer Services, a top global IT outsourcing company. Satyam’s Chairman and founder, Ramalinga Raju, “was the most generous person we had ever encountered,” said Cohen. “He would speak of ethics and integrity at every leadership training meeting.” It turned out, Raju was actually cooking the company’s books. He was arrested in 2009. “At the time the allegations came up, I thought it was a joke,” Cohen said. Cohen, who was the chief learning officer responsible for talent management of Satyam’s 53,000 global workers at the time, said many of the employees, including himself, seemed to go through the stages of grief that people coping with death often face – betrayal, anger, depression, and eventually, acceptance. The experience prompted Cohen and his wife to write a book about their experience titled, ” Riding the Tiger: Leading Through Learning in Turbulent Times.” “It was like we were in a war,” he said. “When you’re in war, your adrenaline is pumping, you’ve got to keep things going, but when it’s over the post-traumatic stress kicks in.” Whole article here.
The drive to deliver high-quality, patient-centered care and create great patient experiences propels one healthcare system to stress every detail of workforce training and development.
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There are many reasons why firms do not engage in strategic management or do poor planning. This article discusses some of the common reasons for such a scenario and highlights the important reasons along with stressing the importance of strategic management.