tag:blogger.com,1999:blog-61553127234793502302024-03-13T16:40:09.588+00:00An Executive ViewMichael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.comBlogger23125tag:blogger.com,1999:blog-6155312723479350230.post-21812806052224655472013-05-18T12:40:00.000+01:002013-05-18T12:43:14.368+01:00“Unless to thought is added will, Apollo is an imbecile.” (Ralph Waldo Emerson)<span style="font-family: Calibri;">When a Japanese businessman was asked why he was happy to talk
freely about his company’s quality management system, I took a note of his
reply, <o:p></o:p></span><br />
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">“By the time the competition figures it out, we will have
moved our commercial advantage on.<span style="mso-spacerun: yes;"> </span>You
see, many western companies see planning as an isolated activity and only share
with those impacted when they communicate the action plan.<span style="mso-spacerun: yes;"> </span>They lose the opportunity to gain fresh
perspective and buy-in.<span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span>This results in misunderstanding, discord and
rejection.<span style="mso-spacerun: yes;"> </span>They are, of course, then
very good at hero management; correcting a problem they are the architects
of.<span style="mso-spacerun: yes;"> </span>This saps a team’s energy and
confidence. <span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">Our planning culture is inclusive.<span style="mso-spacerun: yes;"> </span>We gather input from everyone.<span style="mso-spacerun: yes;"> </span>We deal with beliefs, assumptions, concerns
and aspirations early on.<span style="mso-spacerun: yes;"> </span>Acceptance is gained
before action starts, leading to greater role clarity and a shared desire to
achieve objectives.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">In your cultures you leap to action without including others
in your planning activity.<span style="mso-spacerun: yes;"> </span>The planner assumes,
wrongly, that everyone will implement tasks the same way, whereas each
individual’s experience determines how they interpret information and choose to
behave.<span style="mso-spacerun: yes;"> </span>To align thinking and action,
you need to achieve buy-in while you plan, not just when you implement.<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">It will take Western companies too long to learn this lesson
and adopt inclusive communication throughout their planning process.”<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">Over the intervening years I have seen this prophecy cause
many to stumble.<span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span>This is why we introduce <a href="http://www.pyramidodi.com/" target="_blank">“Future Conference”</a>
as an energising event to quickly gain buy-in from board members, management,
staff, customers and suppliers.<span style="mso-spacerun: yes;"> </span>It saves
time and money by avoiding costly mistakes.<span style="mso-spacerun: yes;">
</span>Apollo would be glad to know that this also heals.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;"><span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-45372877347909640362013-02-07T12:18:00.000+00:002013-02-07T12:18:38.559+00:00The Power of Love and LinkedIn<div style="text-align: left;">
<span style="font-family: Calibri;"><b style="mso-bidi-font-weight: normal;">Experience of a personal marketing campaign – the sequel</b></span></div>
<div style="text-align: center;">
<span style="font-family: Calibri;"><strong></strong><o:p></o:p></span> </div>
<span style="font-family: Calibri;">… 41% response rate from my
LinkedIn network in January…<o:p></o:p></span><br />
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">Of these, 72% have contributed positively with names of
individuals, companies or ideas on different channels to
navigate.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<span style="font-family: Calibri;">Here are the three positives so far:</span><br />
<span style="font-family: Calibri;"></span><br />
<div class="MsoListParagraphCxSpFirst" style="margin: 0cm 0cm 0pt 36pt; mso-list: l1 level1 lfo1; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">1.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">The feedback from past colleagues, clients and
suppliers is affirming.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin: 0cm 0cm 0pt 36pt; mso-list: l1 level1 lfo1; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">2.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Positive conversations generate personal energy.</span></div>
<div class="MsoListParagraphCxSpLast" style="margin: 0cm 0cm 10pt 36pt; mso-list: l1 level1 lfo1; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">3.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Maintaining a prospects database & action
plan is critical.<o:p></o:p></span></div>
<span style="font-family: Calibri;">It is a marketing campaign, except the
product is “me”.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span><br />
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">Here are the three issues I am having to work around:</span></div>
<div class="MsoListParagraphCxSpFirst" style="margin: 0cm 0cm 0pt 36pt; mso-list: l4 level1 lfo2; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">1.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">The Executive Search market is, of course, largely
client and sector focused.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin: 0cm 0cm 0pt 36pt; mso-list: l4 level1 lfo2; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">2.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">The value of multi-sector experience is
discounted by recruiters. </span></div>
<div class="MsoListParagraphCxSpLast" style="margin: 0cm 0cm 10pt 36pt; mso-list: l4 level1 lfo2; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">3.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Consultant to corporate is a tough sell, even with
a great turnaround MD record.<o:p></o:p></span></div>
<span style="font-family: Calibri;">What are the next steps?<o:p></o:p></span><br />
<br />
<div class="MsoListParagraphCxSpFirst" style="margin: 0cm 0cm 0pt 36pt; mso-list: l2 level1 lfo3; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">1.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Analyse the feedback & generate a
prioritised list of 10-20 companies.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin: 0cm 0cm 0pt 36pt; mso-list: l2 level1 lfo3; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">2.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Make calls to research these businesses.</span></div>
<div class="MsoListParagraphCxSpLast" style="margin: 0cm 0cm 10pt 36pt; mso-list: l2 level1 lfo3; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">3.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Identify the “hook” and call the CEO.</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">To align to my skill-set, what will these companies have in
common?</span></div>
<div class="MsoListParagraphCxSpFirst" style="margin: 0cm 0cm 0pt 36pt; mso-list: l3 level1 lfo4; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">1.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">The need to grow revenue, market share or
EBITDA.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin: 0cm 0cm 0pt 36pt; mso-list: l3 level1 lfo4; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">2.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Those involved perceive that the business is
under performing.</span></div>
<div class="MsoListParagraphCxSpLast" style="margin: 0cm 0cm 10pt 36pt; mso-list: l3 level1 lfo4; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">3.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">There is an immediate market challenge that
translates internally into a strategy-staff issue.<o:p></o:p></span></div>
<span style="font-family: Calibri;">The owners of these businesses are typically looking for a
leader to:<o:p></o:p></span><br />
<br />
<div class="MsoListParagraphCxSpFirst" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo5; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">1.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Energise a business, site or division to
increase their ROI.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo5; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">2.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Positively influence strategic implementation,
staff morale and customer satisfaction.</span></div>
<div class="MsoListParagraphCxSpLast" style="margin: 0cm 0cm 10pt 36pt; mso-list: l0 level1 lfo5; text-indent: -18pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">3.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Keen to win new business, enter new markets and
compete successfully.<o:p></o:p></span></div>
<span style="font-family: Calibri;">If you are in the middle of your own search then I hope this
helps.<o:p></o:p></span><br />
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">It is all about creating great communication, action and
results in a competitive world.<o:p></o:p></span></div>
<span style="font-family: Calibri;">Does this describe a business you love?</span><br />
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;"><a href="mailto:michaelsalmon55@gmail.com">michaelsalmon55@gmail.com</a> </span></div>
<div style="text-align: center;">
</div>
Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-41118562445761046972012-08-29T18:09:00.002+01:002012-08-29T19:22:33.286+01:00Who is winning the bidding war?<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">The Prime-Minister’s office released a statement rejecting
Richard Branson request for a review of the decision to award the West Coast rail
network franchise to FirstGroup. <span style="mso-spacerun: yes;"> </span>Virgin
have now forced a delay by requesting a judicial review?<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">Branson’s reaction does not come as a surprise to anyone
with experience of large project bidding.<span style="mso-spacerun: yes;">
</span>He claims that FirstGroup cannot create enough new seats to generate the
extra revenue.<span style="mso-spacerun: yes;"> </span>The deal seems to include
higher payments to the government in the final years of the contract and Branson
implies that they will hand back the franchise before these fall due.<span style="mso-spacerun: yes;"> </span>Tim O’Toole states that their bid is
deliverable and FirstGroup point to Virgin’s service record, implying that they
will do better.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">Here are three reasons why the Government may be missing a
golden opportunity to:<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;"><b style="mso-bidi-font-weight: normal;">1. Demonstrate that
they are wily business men and women.</b><span style="mso-spacerun: yes;">
</span><o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">The real question in the public mind is - should any contract
licence be awarded to the “highest bidder” without a full examination and
public explanation of the winning bidder’s business model?<span style="mso-spacerun: yes;"> </span></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">The same public review should apply to large government
sponsored projects that are awarded to the “lowest bidder”.<span style="mso-spacerun: yes;"> </span>Perhaps this should apply to any deal where
success can only be measured after the tenure of the incumbent government.<span style="mso-spacerun: yes;"> </span>Here is a true story that highlights why a
process needs to be <u>more than</u> just “fair and robust”.<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">A competitor won a bid with an 8-figure price that was 20%
below most of the other experienced bidders.<span style="mso-spacerun: yes;">
</span>Bids were sealed and opened publicly to avoid any concern of impropriety.<span style="mso-spacerun: yes;"> </span>We were keen to understand how, with a very
fixed specification, the winning bid was so much cheaper than everyone else.<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">The answer was not hard to find.<span style="mso-spacerun: yes;"> </span>Engineer’s time and salaries represented a
major part of this 10 year project.<span style="mso-spacerun: yes;"> </span>Their
engineering costs were one-fifth of the rest of us.<span style="mso-spacerun: yes;"> </span>Essentially, they were gambling their profit
and reputation on a number of factors occurring during the delivery of the
project:<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<br />
<div class="MsoListParagraphCxSpFirst" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; text-indent: -18pt;">
<span style="mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri; mso-hansi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">-</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">they planned to use local, less experienced
workers to do more of the work than we felt appropriate (no I’m not talking
about G4S); <o:p></o:p></span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; text-indent: -18pt;">
<span style="mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri; mso-hansi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">-</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">they would load the inevitable contract
variations (that normally did not go back out to open tender) with higher than
required engineering and material mark-ups to add back profit, and increase the
bill to the tax-payer (no I am not talking about the Channel Tunnel); <o:p></o:p></span></div>
<br />
<div class="MsoListParagraphCxSpLast" style="margin: 0cm 0cm 10pt 36pt; mso-list: l0 level1 lfo1; text-indent: -18pt;">
<span style="mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri; mso-hansi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">-</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">they could sacrifice quality because it would be
more than 10 years before anyone could start to measure their work from a
reliability or performance basis.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">I am not complaining.<span style="mso-spacerun: yes;">
</span>You could say that Virgin have also been out-smarted by a wily
competitor.<span style="mso-spacerun: yes;"> </span>Once the numbers are that large,
it is a war and “nothing is fair”.<span style="mso-spacerun: yes;"> </span>You
could argue business ethics and reputation are more important in the long run,
but which set of shareholders do you think will be happier in the short-term?<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;"><b style="mso-bidi-font-weight: normal;">2. This is another
industry at risk of dominant player behaviour</b>.<span style="mso-spacerun: yes;"> </span>I worry about the “largest UK operator”
winning this contract.<span style="mso-spacerun: yes;"> </span>So much for the
competition we were promised when the rail network was privatised.<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">The reality is that customers and employees are impacted by higher-than-inflation
price increases across almost all the privatised industries.<span style="mso-spacerun: yes;"> </span>This extends to situations were a dominant
player controls the supply chain and transfer pricing.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">Over 150,000 <u>customers</u> have signed the petition, so I
am delighted that pen and paper will be left dry today.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;">If FirstGroup’s business model is sound (and I have no
reason to suppose that it is not) then they should not object to levelling out
the repayments to the Government over the life of the contract, placing sums in
escrow or including a substantial penalty payments clause in the contract for
any early return of the licence.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;"><b style="mso-bidi-font-weight: normal;"><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">3. Demonstrate
to the public that the outcome of their bidding process is correct</span></b><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">. <span style="mso-spacerun: yes;"> </span>"As far as the prime minister was
concerned, there was a fair and robust process and the right decision has been
made," Prime Minister David Cameron's spokeswoman told Reuters. <o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="font-family: Calibri;"><span style="mso-spacerun: yes;"> </span>It is often easy for a
leader to ask the wrong question of those who need to justify a decision.<span style="mso-spacerun: yes;"> </span>Of course, everyone will confirm to him that
the right decision has been made… but do 150,000 people believe it?<span style="mso-spacerun: yes;"> </span>History suggests that the decision-makers of
long-term contracts are seldom around when the tax-payer or customer has to
pick up the bill. </span></span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="font-family: Calibri;"><o:p></o:p></span></span> </div>
<span style="font-family: "Calibri","sans-serif"; font-size: 11pt; line-height: 115%; mso-ansi-language: EN-GB; mso-ascii-theme-font: minor-latin; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">The
Government should choose a different path for this and any other major contract.<span style="mso-spacerun: yes;"> </span>They should buy themselves a little time on
this one to prove to the British Public that this decision is correct rather
than appear to rush it through during the holiday season. </span><span style="font-family: "Calibri","sans-serif"; font-size: 11pt; line-height: 115%; mso-ansi-language: EN-GB; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-spacerun: yes;"> </span></span>Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-81864214396905485522012-08-01T16:43:00.000+01:002012-08-02T10:13:15.186+01:00An Executive View Newsletter<br />
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<span class="MsoIntenseReference"><i><span style="color: #4f81bd; font-size: 20pt; mso-fareast-font-family: "Times New Roman";"><u><span style="font-family: Cambria;">Welcome
to this Quarterly Edition of An Executive View Newsletter<o:p></o:p></span></u></span></i></span></h2>
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<span style="font-size: large;"><i><span style="color: #4f81bd; font-family: "Calibri","sans-serif"; mso-fareast-font-family: "Times New Roman";">For help with a
current performance, turnaround or interim resource issue call us on +44 (0)
207 193 8323 or +44 (0)7768 391 000.</span></i><span class="MsoIntenseReference"><i><span style="color: #4f81bd; font-family: "Calibri","sans-serif"; font-size: 18pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></i></span></span></h1>
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<u><span class="MsoIntenseReference"><i><span style="color: #2f5897; font-family: "Calibri","sans-serif"; font-size: 18pt; mso-fareast-font-family: "Times New Roman";">Three most recent Blogs summarised</span></i></span><span class="MsoIntenseReference"><i><span style="font-size: 18pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></i></span></u></h1>
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<span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">“Is
change in business just like any other professional sport? </span><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">To
be successful, communications need to be targeted to those involved, watching
and non-attendees” <o:p></o:p></span></div>
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<a href="http://anexecutiveview.blogspot.co.uk/2012/07/is-change-in-business-just-like-any.html"><span style="font-family: "Calibri","sans-serif";"><span style="color: #3399ff;">http://anexecutiveview.blogspot.co.uk/2012/07/is-change-in-business-just-like-any.html</span></span></a><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;"> <o:p></o:p></span></div>
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<span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">“Top
Influences: thoughts, role models, organisations and books. </span><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">What
have been the major influences in your life? Here are some of mine:” <o:p></o:p></span></div>
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<a href="http://anexecutiveview.blogspot.co.uk/2012/07/top-influences-thoughts-role-models.html"><span style="font-family: "Calibri","sans-serif";"><span style="color: #3399ff;">http://anexecutiveview.blogspot.co.uk/2012/07/top-influences-thoughts-role-models.html</span></span></a><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;"> <o:p></o:p></span></div>
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<span style="font-family: "Calibri","sans-serif";">“</span><a href="http://anexecutiveview.blogspot.co.uk/2012/05/are-you-registered-charity-based-in-uk.html"><span style="color: #3d85c6; font-family: Arial, Helvetica, sans-serif;">Strategy event facilitation for one registered charity operating in the UK and the Commonwealth.</span></a> <span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">This
engaging process has a powerful and immediate impact on commercial and “not for
profit” organisations.”<o:p></o:p></span><br />
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<a href="http://anexecutiveview.blogspot.co.uk/2012/05/are-you-registered-charity-based-in-uk.html"><span style="font-family: "Calibri","sans-serif";"><span style="color: #3399ff;">http://anexecutiveview.blogspot.co.uk/2012/05/are-you-registered-charity-based-in-uk.html</span></span></a><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;"> <o:p></o:p></span></div>
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<u><span class="MsoIntenseReference"><i><span style="color: #2f5897; font-family: "Calibri","sans-serif"; font-size: 18pt; mso-fareast-font-family: "Times New Roman";">Most Popular Blog Revisited</span></i></span><span class="MsoIntenseReference"><i><span style="font-size: 18pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></i></span></u><br />
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<span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">“Process
excellence includes keeping your competitors guessing and your </span><span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;">B</span><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">oard aware.” </span><span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;">T</span><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">his
blog continues to attract new readers<o:p></o:p></span></div>
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<span style="font-family: "Calibri","sans-serif"; font-size: 14pt;"><o:p> </o:p></span><a href="http://anexecutiveview.blogspot.co.uk/2011/01/process-excellence-includes-keeping.html"><span style="font-family: "Calibri","sans-serif";"><span style="color: #3399ff;">http://anexecutiveview.blogspot.co.uk/2011/01/process-excellence-includes-keeping.html</span></span></a><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;"><o:p></o:p></span></div>
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<strong><u><span class="MsoIntenseReference"><i><span style="color: #2f5897; font-family: "Calibri","sans-serif"; font-size: 18pt;">What’s New</span></i></span><span style="font-size: 14pt;"><o:p></o:p></span></u></strong></div>
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<span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">An
evening at the Slovak Republic</span><span style="color: #1f497d; font-family: "Calibri","sans-serif"; font-size: 14pt;">’</span><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">s Embassy in London, hosted by the
Ambassador and visiting President of this beautiful country. <o:p></o:p></span></div>
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<span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;">Our partner </span><a href="http://www.pyramidodi.com/news.html"><span style="font-family: "Calibri","sans-serif";"><span style="color: #3399ff; font-family: Arial, Helvetica, sans-serif;">Pyramid
ODI</span></span></a><span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;"> agrees an initial Matchday Sponsorship deal with </span><a href="http://www.cpfc.co.uk/news/article/making-networks-work-282281.aspx"><span style="font-family: "Calibri","sans-serif";"><span style="color: #3399ff; font-family: Arial, Helvetica, sans-serif;">Crystal Palace Football Club</span></span></a><span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;"><span style="font-family: Arial, Helvetica, sans-serif;">.</span></span><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;"><o:p></o:p></span></div>
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<span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">Receiving
the </span><span style="color: #4bacc6; font-family: "Calibri","sans-serif"; font-size: 14pt;"><a href="http://www.shkltd.com/-news-michaels-lbs-award.html"><span style="color: #4bacc6; font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">London Business School Alumni Service
Award 2012</span></span></a></span><span style="color: #4f81bd; font-family: "Calibri","sans-serif"; font-size: 14pt;"> </span><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;"> </span><span style="color: #1f497d; font-family: "Calibri","sans-serif"; font-size: 14pt;"><o:p></o:p></span></div>
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<span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;">Attending t</span><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">he </span><span style="color: #1f497d; font-family: "Calibri","sans-serif"; font-size: 14pt;"><a href="http://www.collerinstitute.com/"><span style="font-size: 12pt;"><span style="color: #3399ff; font-family: Arial, Helvetica, sans-serif;">Coller Institute 5<sup>th</sup> Annual Private Equity <i>Findings</i>
Symposium</span></span></a></span><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;"><o:p></o:p></span></div>
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<strong><u><span class="MsoIntenseReference"><i><span style="color: #2f5897; font-family: "Calibri","sans-serif"; font-size: 18pt;">What’s Next</span></i></span><span style="font-size: 14pt;"><o:p></o:p></span></u></strong></div>
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<span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">Our
new website is here <a href="http://www.shkltd.com/"><span style="font-size: 12pt;"><span style="color: #3399ff; font-family: Arial, Helvetica, sans-serif;">www.shkltd.com</span></span></a></span><span style="color: #1f497d; font-family: "Calibri","sans-serif"; font-size: 14pt;">. </span><span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;">We
would appreciate your comments via the <a href="http://www.shkltd.com/contact-us.html"><span style="font-size: 12pt;"><span style="color: #3399ff; font-family: Arial, Helvetica, sans-serif;">contact
us</span></span></a> or <a href="http://www.shkltd.com/index.html"><span style="font-size: 12pt;"><span style="color: #3399ff; font-family: Arial, Helvetica, sans-serif;">home page</span></span></a> forms.<o:p></o:p></span></div>
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<span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;">Our facilitation of a strategic planning event for <a href="http://www.blogger.com/blogger.g?blogID=6155312723479350230#editor/target=post;postID=8223943619532140103"><span style="font-size: 12pt;"><span style="color: #3399ff; font-family: Arial, Helvetica, sans-serif;">a charity in the UK or the Commonwealth</span></span></a> is
open for application.<o:p></o:p></span></div>
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<span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;">There are two new places available for our successful<span style="font-family: Arial, Helvetica, sans-serif;"> </span><a href="http://www.shkltd.com/performance--mentoring.html"><span style="font-size: 12pt;"><span style="color: #3399ff; font-family: Arial, Helvetica, sans-serif;">leadership mentoring programme</span></span></a> - call us on
+44 (0) 207 193 8323 or +44 (0)7768 391 000.<o:p></o:p></span></div>
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<span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;">And we will be attending the next</span><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;"> <a href="http://www.cpfc.co.uk/commercial/businessclub/"><span style="font-size: 12pt;"><span style="color: #3399ff; font-family: Arial, Helvetica, sans-serif;">business networking event at CPFC</span></span></a> <o:p></o:p></span></div>
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<span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;">Good luck to all those performing at the Olympics and
Paralympics<o:p></o:p></span><br />
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<span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;"><o:p>Best wishes for an enjoyable summer. </o:p></span></div>
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<span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 14pt;">Michael</span><span style="font-family: "Calibri","sans-serif"; font-size: 14pt;">
<o:p></o:p></span></div>
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<span style="font-family: "Calibri","sans-serif"; font-size: 8pt;">Mobile:
+44 (0) 7768 391 000</span><span style="color: #1f497d; font-family: "Calibri","sans-serif"; font-size: 8pt;"> </span><span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 8pt;">Salmon Heaton & Kimmins Ltd,</span><span style="color: #1f497d; font-family: "Calibri","sans-serif"; font-size: 8pt;"> </span><span style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 8pt;">in
association with Pyramid ODI<o:p></o:p></span></div>
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<span style="color: #1f497d; font-family: "Calibri","sans-serif"; font-size: 8pt;">You have received a copy of this newsletter as a valued contact,
but if you do not wish <o:p></o:p></span></div>
<br />
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<span style="color: #1f497d; font-family: "Calibri","sans-serif"; font-size: 8pt;">to receive future updates then please click </span><a href="mailto:info@shkltd.com?subject=Please%20unsubscribe%20me%20from%20An%20Executive%20View%20newsletter"><span style="font-family: "Calibri","sans-serif"; font-size: 8pt;"><span style="color: #3399ff;">Unsubscribe</span></span></a><span style="color: #1f497d; font-family: "Calibri","sans-serif"; font-size: 8pt;"> and
send the email<o:p></o:p></span></div>Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-39256786919592339902012-07-23T18:12:00.000+01:002012-07-23T18:12:09.332+01:00Is change in business just like any other professional sport?<span style="font-family: Calibri;">What do all professional sports have in common?<span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span>Any
sporting occasion will have:</span><br />
<br />
<div class="MsoListParagraphCxSpFirst" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; text-indent: -18pt;">
<span style="mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri; mso-hansi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">-</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Participants:<span style="mso-spacerun: yes;">
</span>Competitors, referees, and support staff.</span><o:p><span style="font-family: Calibri;"> </span></o:p></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; text-indent: -18pt;">
<span style="mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri; mso-hansi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">-</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Spectators: fans of either the competitors or the
sport, & those who would rather be somewhere else.</span><o:p><span style="font-family: Calibri;"> </span></o:p></div>
<br />
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<span style="mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri; mso-hansi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">-</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">Non-attendees:<span style="mso-spacerun: yes;">
</span>those who are affected by the result & those with no obvious involvement.<o:p></o:p></span></div>
<span style="font-family: Calibri;">Performance and passion will vary.<span style="mso-spacerun: yes;"> </span>Events will be recalled and reported differently;
“the facts” recorded.</span><br />
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<span style="font-family: Calibri;">Change in business is no different.<span style="mso-spacerun: yes;"> </span>There are those involved in the change, those
watching with their own agenda and those with no obvious interest.<span style="mso-spacerun: yes;"> </span>Each will behave differently - their
motivations initially unclear.<span style="mso-spacerun: yes;"> </span>Their
level of investment may vary.<span style="mso-spacerun: yes;"> </span>How they
interpret what they hear and read will depend on their very personal
experience.<span style="mso-spacerun: yes;"> </span></span></div>
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<span style="font-family: Calibri;">Leaders of successful change recognise the existence and
potential of each group, whether they are involved, watching or apparently disinterested.<span style="mso-spacerun: yes;"> </span>A segmented “group” may be large, such as a
local community, or small representing a key individual.<span style="mso-spacerun: yes;"> </span>Each group will have different or potentially
conflicting needs, beliefs and objectives – the underlying motivations and
causes need to be understood.<o:p></o:p></span></div>
<span style="font-family: Calibri;">Separate communication plans for each group need to reflect
these differences.<span style="mso-spacerun: yes;"> </span>Different content,
media and timing will be deployed to create awareness and then acceptance.<span style="mso-spacerun: yes;"> </span>Messages need to be consistent and feedback
appropriate.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span><br />
<br />
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<span style="font-family: Calibri;">These segmented communications need to influence all the
other tasks and actions in the project plan, including the deployment of
technical solutions.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<span style="font-family: Calibri;">Segmented communication plans also need to be part of any “change
control”, contingency and risk assessment process, because people react in
different ways, events change outcomes and stress impacts performance.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span><br />
<br />
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<span style="font-family: Calibri;">Finally, I would like to wish every athlete and spectator at
the Olympic or Paralympic Games a successful, enjoyable and safe visit to the
UK. <o:p></o:p></span></div>
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<span style="font-family: Calibri;">[From the series “Changing Leading Performing” by Salmon
Heaton & Kimmins Ltd]<o:p></o:p></span></div>Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-8883447676413780182012-07-19T17:52:00.000+01:002012-07-19T17:52:14.113+01:00London Business School Alumni Service Award 2012<div style="text-align: center;">
<b><span style="font-family: "Times New Roman","serif"; font-size: 21.5pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">Michael Salmon receiving the London Business School
Alumni Service Award 2012 from the Dean,</span></b></div>
<div style="text-align: center;">
<b><span style="font-family: "Times New Roman","serif"; font-size: 21.5pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">Sir Andrew Likierman.<br />
</span></b></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">"Michael
has been a member of the International Alumni Board and subsequently the
International Alumni Council (IAC) since 2003 and took
additional responsibilities as Chair of the Governance and Nominations
Committee and member of the Executive Committee in 2006. As Chair of
the Governance and Nominations Committee Michael led the project to change
the Board’s Terms of Reference to move from a majority elected Board to a
wholly nominated Council. Michael worked tirelessly to make this
transition a great success, demonstrating great leadership,
commitment and wisdom. Thanks to him, the IAC is now well positioned
for even greater success and more accurately represents the diverse alumni
community it serves.<br />
<br />
In addition to his work on the IAC Michael has been an all-round champion
of Executive Education alumni, helping the Alumni Relations team develop
the engagement opportunities for this special group of alumni.
Celebrating his 10-year Reunion this year, Michael has been a committed Class
Representative, helped host focus groups to better understand the
Executive Education alumni needs and has been heavily involved in
motivating both his classmates and
Executive Education alumni to attend Reunion this year.<br />
<br />
We are delighted to honour Michael with the Alumni Service Award."</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgyqK55pTYQYU5swR7YKzY80zJks6ypU1Zf4tYQrfp5Zc1Y2vn5xydaqY-stCXzBdW0Bm253Z_mvNaZZA4gbYRMDcP3SpiVWON7Ij9Cd0NzMTWitUD1-OOpEWT27egskQVc9UsHaeTxQNM/s1600/service+award+photo+2.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="360" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgyqK55pTYQYU5swR7YKzY80zJks6ypU1Zf4tYQrfp5Zc1Y2vn5xydaqY-stCXzBdW0Bm253Z_mvNaZZA4gbYRMDcP3SpiVWON7Ij9Cd0NzMTWitUD1-OOpEWT27egskQVc9UsHaeTxQNM/s400/service+award+photo+2.png" width="400" /></a></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEivmQxGhtEvO7phLP5tP7h9Vxr-Hd-IFKNC8psB5Lp202-jJJvZsbo3F3gUjxH5kACwDq7SoPJUVbWskobdYNGviJHofS817ThRe7HyHDh8n1EsPJWVAMIyK-3cNWBENFoCrGtkNyEu3A4/s1600/service+award+logo+photo+3.gif" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEivmQxGhtEvO7phLP5tP7h9Vxr-Hd-IFKNC8psB5Lp202-jJJvZsbo3F3gUjxH5kACwDq7SoPJUVbWskobdYNGviJHofS817ThRe7HyHDh8n1EsPJWVAMIyK-3cNWBENFoCrGtkNyEu3A4/s1600/service+award+logo+photo+3.gif" /></a><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">Interviewed by Alumni eNews @ LBS Michael said, “It was important to create an IAC which was representative of all programmes, geographies and age groups and the different generations of </span><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">alumni. An elected system was never going to give us this so we moved to a fully nominated </span><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">model which has proved very successful.”. </span></div>
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<br /> <br />Michael’s commitment to the School stems from his days on the Senior Executive Programme, a period he describes as 'life-changing'. "The Senior Executive programme blew me away, " he recalls, "With exceptional lectures and fantastic professors. Exchanging views with senior executives from other walks of life was equally valuable. You learn so much from one another."</div>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"> </span><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><br />And that is exactly what Michael has continued to enjoy as an alumnus: “I regularly meet alumni </span><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">and attend LBS events in London, Europe and North America. I always come away reinvigorated </span><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">and inspired by the fellow alumni I have met and the discussions and conversations we’ve engaged </span><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">in. I’d really encourage all alumni to get involved”.<br /><br />Ten years after his SEP, he admits he was speechless for a few moments when he took the call f</span><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">rom the Dean informing him of his award. “It was a great honour,” he says. “It never crossed my m</span><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">ind that I would receive such an award. I am very passionate about the School and to be honoured </span><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">in this way is a wonderful thing and I’m very grateful.”</span></div>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><strong><span style="font-size: x-large;">Previously at London Business School:</span></strong></span></div>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">Presenting two Student awards at London Business School at Congregation 2010. Michael is pictured here with Sir John Ritblat, Chairman of the Governing Body and the Dean, Sir Andrew Likierman.</span></div>
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<a href="http://www.shkltd.com/" target="_blank">[Click here to learn more about Salmon Heaton & Kimmins]</a></div>Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-56313492350702872952012-07-19T13:25:00.000+01:002012-09-24T12:53:42.672+01:00Top Influences: thoughts, role models, organisations and booksWhat have been the major influences in your life? Here are some of mine:<br />
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<span style="font-family: Calibri;"><strong>Thoughts into action:</strong></span></div>
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<span style="font-family: Calibri;">Costas
Markides – competing strategy; <a href="http://www.thinkers50.com/video/51" target="_blank">"Disrupting the Disrupter"</a></span></div>
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<span style="font-family: Calibri;">Rob Goffee & Gareth Jones <span style="mso-spacerun: yes;"> </span>– <a href="http://www.youtube.com/watch?v=0unsffqmFms" target="_blank">“Why Should Anyone Be Led By You”</a>; Rob's a West Ham fan</span></div>
<span style="font-family: Calibri;">Billy R.
Bennett – organisational design; engaging “Future Conferences” <o:p></o:p></span><br />
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<br /></div>
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<span style="font-family: Calibri;"><strong>As role models:<o:p></o:p></strong></span></div>
<span style="font-family: Calibri;">Rowland C. Behn – leadership & hexadecimal maths can be
fun; my first boss</span><br />
<br />
<span style="font-family: Calibri;">Michael Storey <span style="mso-tab-count: 1;"> </span>– clear
& concise; gave me my first managing director role<o:p></o:p></span><br />
<br />
<span style="font-family: Calibri;">Michael Whale <span style="mso-tab-count: 1;"> </span>–
influencing others; my first football captain <o:p></o:p></span><br />
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<span style="font-family: Calibri;"><strong>Organisations:<o:p></o:p></strong></span></div>
<span style="font-family: Calibri;">Crystal Palace Football Club – never give up, never surrender; "Glad all over" to be a life-long fan</span><br />
<br />
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<strong><span style="color: black; font-family: "Arial","sans-serif"; font-size: 10pt; font-weight: normal; line-height: 115%; mso-bidi-font-weight: bold;">Kepner Tregoe - "The Rational Manager"; every problem has a solution<o:p></o:p></span></strong></div>
<span style="font-family: Calibri;">Situational Leadership - “willing & able”; readiness for
the task<o:p></o:p></span><br />
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<span style="font-family: Calibri;"><strong>Books:<o:p></o:p></strong></span><br />
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<span style="font-family: Calibri;">Harold Wilson’s “Memoires”<span style="mso-tab-count: 1;"> </span>- always in a
conservative overcoat<o:p></o:p></span></div>
<span style="font-family: Calibri;">Bob Garratt’s, “The Fish Rots from the Head”<span style="mso-tab-count: 1;"> </span>- how true; banking today & insurance
tomorrow <o:p></o:p></span><br />
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<span style="font-family: Calibri;">A C Clarke, “Rendezvous with RAMA” - whatever next! <o:p></o:p></span></div>
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<span style="font-family: Calibri;">Check out our new website </span><a href="http://www.shkltd.com/"><span style="color: blue; font-family: Calibri;">www.shkltd.com</span></a><span style="font-family: Calibri;">
.</span></div>
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<span style="font-family: Calibri;">Feel free to comment via the form on
our home page. </span></div>
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<span style="font-family: Calibri;">T</span><span style="font-family: Calibri;">hanks, in advance, and enjoy the
Olympics! </span></div>
Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-82239436195321401032012-05-03T10:57:00.000+01:002012-07-18T12:52:20.305+01:00Free event facilitation for one registered charity operating in the UK and the Commonwealth.<span style="font-family: Calibri;"><o:p><span style="font-family: Times New Roman;">
</span></o:p><span style="font-family: Times New Roman;"></span></span><br />
<span style="font-family: Calibri;"><span style="font-family: Times New Roman;"><div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 0pt;">
<a href="http://www.shkltd.com/"><span style="font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="color: #336699; font-family: Calibri;">Salmon
Heaton & Kimmins Ltd</span></span></a><span style="color: black; font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="font-family: Calibri;"> has teamed up again with </span></span><a href="http://www.pyramidodi.com/"><span style="font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="color: #336699; font-family: Calibri;">Pyramid ODI</span></span></a><span style="color: black; font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="font-family: Calibri;">.<span style="mso-spacerun: yes;"> </span>On this occasion, we are offering to
facilitate a strategic event for a UK and Commonwealth registered charity
without charging our normal fee. <o:p></o:p></span></span></div>
<br />
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<span style="color: black; font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="font-family: Calibri;">We will
offer one charity a facilitated two-day event and post-event report.<span style="mso-spacerun: yes;"> </span>If successfully selected, all you need to do
is agree a date before December 31<sup>st</sup> 2012, invite the participants
and provide the venue.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></div>
<br />
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<span style="color: black; font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="font-family: Calibri;">We know from our experience of running events for
charities in the USA and in Asia that this engaging process has a powerful and
immediate impact.<span style="mso-spacerun: yes;"> </span>Similar exercises normally
cost in excess of £5000 in fees alone.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></div>
<br />
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<span style="color: black; font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="font-family: Calibri;">We simply want to do something special to recognise
the Queen’s Diamond Jubilee and effectively give our two June “bank holidays” back
to the selected charity. <span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></div>
<br />
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<b style="mso-bidi-font-weight: normal;"><span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">How will we chose the successful
charity?<o:p></o:p></span></span></b></div>
<br />
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<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">We want to make this as administratively simple as
possible.<span style="mso-spacerun: yes;"> </span>It may not be very scientific,
but we plan to put the names of the first 10 charities to register their
interest by emailing their answer to the three simple questions listed below
into a hat.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></div>
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<span style="font-family: Calibri;"><span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;">We will meet with the charity whose name is the first
“out of the hat” and agree the details of the event.<span style="mso-spacerun: yes;"> </span>If, based on these discussions and for any
reason at all, the charity decides not to proceed with the event before October
31<sup>st</sup> 2012 then we will return to “the hat” for another name.<span style="mso-spacerun: yes;"> </span></span><span style="color: black; font-family: "Georgia","serif"; font-size: 11.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><o:p></o:p></span></span></div>
<br />
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<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">To register, please send to </span><a href="mailto:msalmon@shkltd.com"><span style="color: #336699; font-family: Calibri;">msalmon@shkltd.com</span></a><span style="font-family: Calibri;"> <span style="mso-spacerun: yes;"> </span>your answers to three simple questions:</span></span><span style="color: black; font-family: "Georgia","serif"; font-size: 11.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt; text-indent: 36pt;">
<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">What makes your charity special?<o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt; text-indent: 36pt;">
<span style="font-family: Calibri;"><span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;">What do you hope to gain or achieve from
this event and report? </span><span style="color: black; font-family: "Georgia","serif"; font-size: 11.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt; text-indent: 36pt;">
<span style="font-family: Calibri;"><span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;">What could affect the success of your
charity in the next three years?</span><span style="color: black; font-family: "Georgia","serif"; font-size: 11.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">The person sending the email must be a senior
officer of the charity or chair of the Trustee Board.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">Please title your email “2012 Facilitated Event -
Strictly Confidential” and provide your charity’s registration and contact
details.<b style="mso-bidi-font-weight: normal;"><o:p></o:p></b></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;"><b style="mso-bidi-font-weight: normal;"><span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;">Why are we doing this? </span></b><span style="color: black; font-family: "Georgia","serif"; font-size: 11.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;"><span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;">The special four-day Bank Holiday weekend at the
beginning of June recognised the Queen’s Diamond Jubilee. We want to recognise
a wonderful lifetime of service and the commitment of her family to supporting
charitable causes. We want to give back our two day holiday, as our way of
saying “thank you”.<span style="mso-spacerun: yes;"> </span>We also know that
this event normally has immediate impact.</span><span style="color: black; font-family: "Georgia","serif"; font-size: 11.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="font-family: Calibri;"><b style="mso-bidi-font-weight: normal;"><span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;">A little bit more on what the event
looks like to help you decide?</span></b><span style="color: black; font-family: "Georgia","serif"; font-size: 11.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">You invite a group of colleagues, trustees and key
external stakeholders to this two day event.<span style="mso-spacerun: yes;">
</span><o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">We provide the event facilitation and subsequent
report free of our normal fee.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">You will need to provide and cover the cost of a
suitable venue.<o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">We agree on the date and agenda. Typically, this
includes a dynamic process of assessing: <o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">-</span></span><span style="color: black; font-family: "Times New Roman","serif"; font-size: 7pt; mso-fareast-font-family: Calibri; mso-fareast-language: EN-GB;"> </span><span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">The world as it impacts your charity today and into
the future.<o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">-</span></span><span style="color: black; font-family: "Times New Roman","serif"; font-size: 7pt; mso-fareast-font-family: Calibri; mso-fareast-language: EN-GB;"> </span><span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">Your organisation’s strengths and how it needs to
address new challenges going forward.<o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">-</span></span><span style="color: black; font-family: "Times New Roman","serif"; font-size: 7pt; mso-fareast-font-family: Calibri; mso-fareast-language: EN-GB;"> </span><span style="font-family: Calibri;"><span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;">How you will re-energise and re-focus everyone on
the future success of your organisation. </span><span style="color: black; font-family: "Georgia","serif"; font-size: 11.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB; mso-hansi-font-family: Calibri;"><span style="font-family: Calibri;">We are donating the equivalent of our two Jubilee
Bank Holidays as long as the event is held before the end of the year and you
agree to pay any additional expenses. <span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="font-family: Calibri;">We will
complete the process by presenting our summarised report to your senior
management and board of Trustees before the end of the year.<o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<b style="mso-bidi-font-weight: normal;"><span style="color: black; font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="font-family: Calibri;">In Summary<o:p></o:p></span></span></b></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="font-family: Calibri;">We
believe that what we do can make a significant difference, so please pass this
on to the Chair of the Trustees Board or the CEO of your favourite
charity.<span style="mso-spacerun: yes;"> </span>They have nothing to lose and
everything to gain from getting their charity’s name “in the hat”.<span style="mso-spacerun: yes;"> </span>Remember, only a maximum of 10 names will go
into the hat.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></div>
<br />
<div class="MsoNormal" style="line-height: normal; margin: 0cm 0cm 10pt;">
<span style="color: black; font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="font-family: Calibri;">We wish
you every success.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></div>
<span style="color: black; font-size: 11.5pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;"><span style="font-family: Calibri;"><span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span><br />
<br />
<div align="center" class="MsoNormal" style="margin: 0cm 0cm 10pt; text-align: center;">
<i style="mso-bidi-font-style: normal;"><span style="font-family: Calibri;">For more information about Salmon Heaton & Kimmins Ltd. </span></i></div>
<div align="center" class="MsoNormal" style="margin: 0cm 0cm 10pt; text-align: center;">
<i style="mso-bidi-font-style: normal;"><span style="font-family: Calibri;">Please visit our website </span></i><a href="http://www.shkltd.com/"><i style="mso-bidi-font-style: normal;"><span style="color: #336699; font-family: Calibri;">www.shkltd.com</span></i></a><o:p></o:p></div>
</span></span>Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-42944911787115966652012-04-24T19:49:00.000+01:002012-05-01T11:52:00.777+01:00Good Recruitment, Bad Selection: Comparing the BBC's “The Voice” to BusinessAre there comparisons between the selection process on the BBC’s “The Voice” and in employment?<br />
<br />
<b>Round 1</b>- the “blind” recruitment of a team of 10 by each coach: The CV is the voice. The panel cannot see the singer before deciding who they want.
<br />
<br />
<b>Round 2</b> – a competitive duel between singers paired off by each coach from their original 10. Five songs, so each coach can then decide which 5 singers will continue in the competition- the interviewed short-list.
<br />
<br />
I found the selection decisions in round 2 to be a little odd. Experienced singers and better performances seemed to be rejected in favour of younger, raw talent; the incomplete article preferred to the finished package. <br />
<br />
There seems to be some process weaknesses also:
<br />
- The coaching seemed limited to persuading the participants that they were in a knock-out round, while singing a collaborative duet. At least each coach now knows how their remaining team members handle ambiguity.
<br />
- The resulting choices seemed to be based on “gut instinct” rather than consistent criteria. The momentum gathered pace, but seemed rushed on the second day.
<br />
- Tom Jones even selected a man with dark curly hair. If Scott were alive today, he would be so proud to see his concern that people select in their own likeness validated on national television.
<br />
<br />
<b>Round 3</b> - to be aired next week, is an assessment centred on live performances. The coaches will appear in a better light if they develop the rawer talent rather than take on the threat of managing those who already know what they are doing? Getting good professionals to excel may have tested their coaching skills, but the finale would be of a higher standard.
<br />
<br />
If this show is competing for ratings then its competitors should now be less worried. They have dropped some real high-flyers and immediate performers. Perhaps the BBC will now produce a spin-off show for those rejected. They could call it “These Britain’s already have Talent”… Well perhaps not :-)
<br />
<br />
This show does not compare to recruitment in the real world…
<br />
<br />
“The Voice” on the BBC <a href="http:///">http://www.bbc.co.uk/programmes/p00k96j4</a>
<br />
<br />
Walter Dill Scott on Personnel Management <a href="http:///">http://catalog.hathitrust.org/Record/001124751</a>Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-60642676098651470312012-04-17T14:03:00.014+01:002012-07-18T12:31:09.325+01:00WELCOME TO THE LATEST EDITION OF AN EXECUTIVE VIEW NEWSLETTER<strong>THREE MOST RECENT BLOGS SUMMARISED</strong><br />
<br />
“Non-Executive Directors should question organisational structures.<br />
<br />
How quickly are your international thoroughbreds heading towards the knackers yard and what are your NEDS doing about it?”<br />
<br />
<a href="http://anexecutiveview.blogspot.co.uk/2012/04/non-executive-directors-should-question.html">http://anexecutiveview.blogspot.co.uk/2012/04/non-executive-directors-should-question.html</a><br />
<br />
<br />
“Good Facilitation.<br />
<br />
You know it when you see it and you definitely feel it when it is missing.”<br />
<br />
<a href="http://anexecutiveview.blogspot.co.uk/2012/04/good-facilitation.html">http://anexecutiveview.blogspot.co.uk/2012/04/good-facilitation.html</a><br />
<br />
“Is The Quality of HR Senior Leadership in Decline?<br />
<br />
The function has not been seen to address governance issues in high profile corporate failures.”<br />
<br />
<br />
<a href="http://anexecutiveview.blogspot.co.uk/2012/03/is-quality-of-hr-senior-leadership-in.html">http://anexecutiveview.blogspot.co.uk/2012/03/is-quality-of-hr-senior-leadership-in.html</a><br />
<br />
<strong>MOST POPULAR BLOG REVISITED</strong><br />
<br />
“Process excellence includes keeping your competitors guessing and your board aware.”<br />
<br />
This blog continues to attract new readers<br />
<br />
<a href="http://anexecutiveview.blogspot.co.uk/2011/01/process-excellence-includes-keeping.html">http://anexecutiveview.blogspot.co.uk/2011/01/process-excellence-includes-keeping.html</a><br />
<br />
<br />
<strong>WHAT’S NEW</strong><br />
<br />
I recently completed the latest of three consecutive assignments for Pyramid ODI in an American owned multinational - three different European countries, three very different projects and three very different outcomes.<br />
<br />
My pro-bono mentoring work continues in the background, with a major development for one of my clients – congrats, but still some way to go.<br />
<br />
My second term as chair of the governance and nominations committee on the International Alumni Council at London Business School has ended. It was a real privilege to transition this body from a partially elected board to a fully nominated Council.<br />
<br />
<br />
<strong>WHAT’S NEXT</strong><br />
<br />
A business development trip to Belgium and a Business networking event at CPFC<br />
<a href="http://www.cpfc.co.uk/page/CPFCBusinessClub/0,,10323,00.html">http://www.cpfc.co.uk/page/CPFCBusinessClub/0,,10323,00.html</a> ,<br />
<br />
LBS reunion weekend & Global Leadership Summit to look forward to<br />
<a href="http://bsr.london.edu/home/index.html">http://bsr.london.edu/home/index.html</a><br />
<br />
and my next assignment, of course.<br />
<br />
<br />
I hope your business and life are going well and you feel as positive as I do about the future.<br />
<br />
Best wishes,<br />
<br />
Michael<br />
<br />
Mobile: +44 (0) 7768 391 000 Salmon Heaton & Kimmins Ltd, in association with Pyramid ODI<br />
You have received a copy of this monthly newsletter as a valued contact, but if you do not wish to receive future updates then please send an email titled "unsubscribe" to info@shkltd.comMichael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-76801261609220573492012-04-12T21:32:00.008+01:002012-04-13T11:08:23.149+01:00Non-Executive Directors should question organisational structures.This is not meddling with executive responsibility. Structures that give managers too wide a span of control create risk and this falls under a NED’s governance responsibility. Remuneration Committees need to ensure that they are not paying more to fewer executives, within flawed structures that are bound for future failure. <br /><br /><strong>How quickly are your international thoroughbreds heading towards the knackers yard and what are your NEDS doing about it?</strong><br /><strong><br /></strong>As costs rise and margins fall, many multinationals are cutting the number of mid-level executives; removing general managers and replacing them with remote, functionally-based organisations - matrix structures without local oversight. The remaining executives inherit a growing number of direct and indirect reports, increasing their supervisory workload regardless of time-zone and culture. Knowledge and complexity of diverse markets and technologies do not seem to matter. Performance is increasingly measured through automated dashboards and brief update calls.<br /><br />Can you imagine what it is like for someone with 16 direct reports spread across the globe? More importantly, can you imagine what it is like for the 16 subordinates? Yes, they are all experienced professionals who enjoy considerable “freedom to act”, but at what point does supervisory support and governance responsibility start to suffer? <br /><br />In organisational design and Hay job evaluation, 5 to 8 reports used to be the norm. The number tended to be lower when there was real functional diversity and higher when the roles were significantly similar. The “span of control” was higher for a General Manager than a Regional Sales Director, so it was not unusual for the latter to have more direct reports. <br /><br />When results are exceeding expectations and delegation is running smoothly then all is well, but in recession and difficult markets, performance can be hard to sustain over the long term. The pressure builds as results fail to meet targets. Executives should now be monitoring their team more closely, but they do not have the bandwidth. <br /><br />Both parties “buy time” with international calls in the middle of the night – broadcasting information rather than sharing critical factors for success. Over time, this supersedes vital coaching, mentoring and sharing of experience.<br /><br />NEDs should ask their remuneration and audit committees to question the human and financial risks associated with these international matrix structures.Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com1tag:blogger.com,1999:blog-6155312723479350230.post-5232737784315969332012-04-10T10:43:00.007+01:002012-04-10T11:09:00.921+01:00Good FacilitationYou know it when you see it and you definitely feel it when it is missing. <br /><br />I recently attended an event that used an external facilitator. The group are still “reeling” from the effects. His contribution lacked… The meeting lacked … The outcomes lacked… Please let me know if you have had a similar experience in your organisation?<br /><br />A good facilitator helps a group create an innovative and collaborative experience with clear outcomes. How is this achieved?<br /><br />PLAN<br /><br />- Ensure the event chair understands what your role is and is not, relative to their role. <br />- Agree the agenda, structure and participants well in advance.<br />- Know the roles, characters and experience of the participants.<br /><br />DO<br /><br />- Open well and close on a high – with clear agreement on next steps.<br />- Handle conflict and emotion constructively; acknowledge open or contentious issues.<br />- Know when to step in, to manage time effectively.<br /><br />ACT<br /><br />- Engage with everyone; use your skill to ensure full participation.<br />- Maintain a high energy level throughout; use techniques and tools wisely.<br />- Release your personality; use your experience to avoid being an expert.<br /><br />You don’t want your next event or meeting to lack effective outcomes or energy. You don’t want to ask a colleague to facilitate and then wonder why it all went wrong. Do you?<br /> <br />Call me now. I am happy to give you some tips on selecting the right person.Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-27738921664994560912012-04-05T16:04:00.003+01:002012-04-05T16:54:19.579+01:00REMPLOY – The future for the disabled and disadvantaged in workLiz Sayce’s report has given the green light to the UK Government to remove its subsidy to REMPLOY. It has been reported that this will result in the closure of 36 of 54 factories and put 1500 disabled persons out of work.<br /><br />The subsidy of £25,000 per person per year <strong>could</strong> be better targeted to schemes encouraging disabled and disadvantaged workers into mainstream employment. Those involved <strong>could</strong> be better off in the long term. This change <strong>could</strong> break down prejudice. However, history is not on Liz’s side. It is reported that many of those made redundant when the last government reduced its support are, four years later, still unemployed.<br /><br />With UK unemployment at more than 2.67m and many businesses facing an uncertain economic future, is this the time to experiment on recruiters?<br /><br />Did I wake up this morning to a new world of benevolent shareholders who might sacrifice a fraction of a penny of their dividend to ensure workplace adjustments? Will HR officers be pushing at an open door as managers seek to hire ex-REMPLOY staff? Will colleagues support the transition of the disabled into the mainstream market?<br /><br />There is no perfect time to make any change, but surely Liz Sayce’s new world should be given a chance if the Government helps to keep the factories open until everyone has been re-deployed.<br /><br /><br /><em>UK Department of Work and Pensions March 2012 report,”Disability employment support: fulfilling potential”</em><br /><em></em><br /><a href="http://www.dwp.gov.uk/docs/dis-employ-support-response.pdf">http://www.dwp.gov.uk/docs/dis-employ-support-response.pdf</a><br /><br /><em>“It is unacceptable that while many disabled people want to work, too few achieve this ambition, and that the life outcomes of young disabled people and those with special educational needs (SEN) are disproportionately poor.”</em><br /><br /><em>Liz Sayce’s Review to Government in June 2011, “Getting in, staying in and getting on”</em><br /><br /><a href="http://www.official-documents.gov.uk/document/cm80/8081/8081.pdf">http://www.official-documents.gov.uk/document/cm80/8081/8081.pdf</a><br /><br /><em>“developing more equitable ways to:<br /> – ‘get in’ – more disabled people doing apprenticeships, work experience, work placements, and on-the-job learning;<br /> – ‘stay in’ – better promotion of Access to Work for retention; and<br /> – ‘get on’ – whether setting up your own business or mutual, or gaining skills for career development.”</em>Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-69498073573703331582012-03-24T16:51:00.008+00:002012-03-24T17:08:35.235+00:00Is The Quality of HR Senior Leadership in Decline?Neil Roden, ex-RBS, suggests in a PM article that the quality of HR senior leadership is declining. Apart from the factors mentioned in the article, there are several other reasons to support this perception:<br /> <br />HR’s influence on strategy has weakened during the recession. Lay-offs undermine trust and confidence. The function has not been seen to address governance issues in high profile corporate failures. The inability to say “No”, to hold a position under pressure or manage the politics of the boardroom seems diminished.<br /> <br />The media supports this theme. Extra cash for guaranteed attendance during the London 2012 Olympics is interpreted as a failure to plan ahead and negotiate wisely. Inadequate staff numbers in the NHS and education reflects poor HR policy implementation. <br /><br />Perception is not necessarily reality.<br /><br />Some HR leaders have a significant impact on the future success of their businesses. They have CEOs who trust their judgement and back their actions especially on “difficult” issues. They demonstrate courage, have superb influencing skills and are visible even during tough times. Critically, they all have corporate OD responsibility.<br /><br />Perhaps Roden should not be too surprised. Shareholders want board members to demonstrate good governance across the whole business rather than just offering individual functional insight.Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-44513469447230693232012-03-22T12:24:00.005+00:002012-03-22T12:29:19.486+00:00Extra-ordinaryI have just finished my latest assignment and have been working for Pyramid ODI in four very different countries and cultures during the last year. Three special traits stand out in the memory.<br /> <br />Passionate lawyers – not a combo we would normally expect, but in this charity, helping a minority group, their dedication was infectious.<br /><br />Knowing to say “No” – learning to reject bad business. An engineering order book that is full of nasty surprises; throwing away customers and profit. Can they learn fast enough?<br /><br />Know what you do not know – a guy with the self-awareness and humility to recognise that the strategic change project had grown way beyond his current skill set. Willing to learn; he will succeed.<br /><br />What is “extra-ordinary” at your company?Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-25424337862580372362012-03-20T23:42:00.003+00:002012-03-20T23:50:57.294+00:00TimingMost of us enjoy a good joke. And, of course, the secret of good comedy is timing. Every weekend, you will also hear at least one sports commentator say that someone “showed perfect timing” or “makes time” when they achieved something out of the ordinary. Do we recognise that the same is true in business?<br /><br />I recently sat in on a three-day Kaizen event. The objective was to identify areas of potential improvement by firstly mapping their key process – usually a fantastic technique.<br /><br />The timing of the event, relative to the organization’s urgent need to deliver some high-value orders to key customers, appeared odd. Other actions, to mitigate risk and improve gross margin, were also put on hold. <br /><br />In closing the event, the sponsor signalled that it may take two years to complete the process redesign, but left no guidance as to how this should happen. Chaos may ensue. Customers may continue to complain. Orders will be late. Is a perfectly good business, with hard working employees and a strong brand, being put at risk? <br /><br />Did this experienced leader get it wrong? He was new to this business. His portfolio included many other plants serving other markets. He only spent a few days visiting before making an intuitive decision - <em>what worked elsewhere should work here.</em><br /><br />Before his “part-time” appointment to the role, his superiors invested little time in assessing the situation or the needs of the individuals involved. Collectively, they failed to complete an honest “Root Cause Analysis” of the issues. <br /><br />This is a specific example, but I fear it is not unique. Executives must be seen to act decisively. If they are remote from the action, they simply do not know what they do not know. They must “make time” for old fashioned problem analysis if they want to achieve the extra-ordinary. <br /><br />Was the executive’s intuition correct? Time will tell, but what do you think? Was the timing of the initiative poor? Is process improvement always more urgent than satisfying customers and delivering current commitments on time?Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-75028170819939741792011-03-29T16:41:00.000+01:002011-03-29T17:34:24.976+01:00The business of charity and how it affects us.I am in awe of the British public. I heard Lenny Henry say that Comic Relief and Red Nose Day had raised a record £82M for charity this year. Anyone watching the videos could not help but be moved by the plight and fortitude of those featured, young or old, in both the UK and Africa. They need our care and support.<br /><br />Sceptics will argue that much of this money may be wasted on administration or fall into the wrong hands. My answer is simple, only comment when you have first hand experience.<br /><br />For a short period in 2009, I was involved in a project advising on the restructure of a $35M charity in Asia. I visited refugee camps in the jungle. I saw how people live on a diet of rice and herbs and in “temporary” bamboo huts. I spoke to some elderly people who had escaped across the border 3 miles away, often scarred mentally and physically by their experiences; still worried that marauding militia will come and take their young away. Meeting these people and seeing their resilience affected me deeply.<br /><br />Because we were looking at the financial, budgetary and organisational aspects of the charity, we gained significant insight and access to the charity’s operations at all levels. We saw how a group of only 79 personnel could acquire and distribute food and shelter to over 160,000 people year in, year out. How they had set up camps and trained refugees to manage their own affairs locally. How they co-ordinated their work with 18 other charities to ensure the efficient delivery of all aspect of education, health and many other disciplines necessary to ensure the smooth running of the camps. These individuals do this within a framework tolerated and closely scrutinized by the local government. Life for them can be difficult, politically sensitive and sometimes dangerous. While we were there, we sat in on a meeting to discuss what to do with an extra 5,000 souls who had just arrived. UNHCR will not recognise this new influx of refugees for several years, but they still need shelter and food even thought they officially do not exist on any international records. <br /><br />When people in the western world worry about where the money goes, I would simply point them to the high standard of financial reporting and waste-free budgeting operated by this charity. I would invite them to chat to the dedicated personnel who achieve so much with so little. I am delighted that we helped them develop their budgeting, SORP accounting, re-structure their organisation, distribution and develop succession processes for key personnel. The Pyramid ODI team, in addition to my contribution, included an in-country financial expert and a specialist with years of experience in international rescue. <br /><br />Our efforts may be small in comparison to the size of their task, but here is a final thought for you. Many of these refugee camps have been in existence for more than 20 years. Residents do not have the right to leave or to seek work to improve their circumstances. In many cases, parents of the newborn were also born in the camp. <br /><br />Here in the UK, our local authorities could learn a great deal on how to budget and prioritise – this charity is “Big Society” in operation. When I think of our challenges, our circumstances, the recession, I think how lucky we are to live in a democracy. Yes, the quality and cost of our social services and education systems may be open to criticism – people should have the right to march peacefully and make their views known. Anarchists, however, have no right to destroy other people’s property, as they did in central London last weekend. They seem to have no idea how lucky they are. Those wonderful people who have given £82M to Comic Relief do.Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-47387903418783290122011-03-23T11:39:00.000+00:002011-03-23T11:49:10.954+00:00Implementing your business plan (continued): a real-life exampleTo illustrate, an automotive client had to increase production dramatically. They faced significant management inertia and a legal barrier limiting the solution. <br /><br />The resulting success of this six month Pyramid ODI assignment triggered legislative change, increased revenue by $20m and added $4m to the bottom line. <br /><br />Success came from attributes “stolen” from the business planners’ manual: <br /><br />- detailed market analysis principles were used by three shop-floor facilitated groups to find solutions from way beyond their current business sector; <br />- risk mitigation principles were used to identify “new entrants” and “substitution” that were not impacting the current business but could influence the future;<br />- segmentation was used to identify the unique needs of all those currently influenced and those identified in risk mitigation - leading to multiple action and communication strategies. <br /><br />In seven weeks, the teams picked up ideas, modified them and designed their preferred solution, within a framework that included a “no increase in operating costs” framework set by management. <br /><br />Management were initially sceptical and then amazed. Supervision attended a weekly breakfast briefing. Initially negative, they soon embraced the changes. <br /><br />These teams had no previous involvement in influencing change; for many, this represented their first visit to another company and their first presentation to anyone above their immediate supervisor.<br /><br />Key to their success was the identification and inclusion of “new entrants” who played a significant part in influencing a successful outcome. Left unattended, they could have blocked the change. The early inclusion of authority figures from the local community, the country’s Prime Minister and the Group Board were crucial. <br /><br />We engaged with the workforce in a fundamentally different way. Their solution grabbed the imagination of supervision, management, executives and government. <br /><br />Views on shop-floor capability changed forever, as self-confidence grew and the capacity for change increased. HQ invested in new capital projects. The future, for a generation at least, seems secure. <br /><br />The shop-floor even found their own elegant solution to avoid conflict with their trade union at national level. <br /><br />In conclusion, “Getting to Plan B” works equally well in implementing the resulting change. True culture change can occur rapidly with really effective segmentation and due diligence.<br /><br />Postscript: The quote from their Finance Director, which he delivered in between pinning me to the wall and then giving me a large bear hug, will stay with me forever, “I have worked here for 35 years. I never realised the potential of our own workers. We have wasted so much in that time!” He was shaking with emotion.Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-21694168498412936342011-03-21T16:25:00.000+00:002011-03-21T16:40:54.273+00:00Implementing your Business Plan; Pass it on.John Mullins and Randy Komisar’s excellent book “Getting to Plan B” invites us to import ideas from other sectors to enhance our business planning. They explain how this can drive iterations of a business plan to reduce the risk of failure. <br /><br />Planners deploy an effective “spirit” for creativity, systematic segmentation, risk assessment and due diligence before gaining board approval. They consult widely in and beyond the organisation. The organisation structure, its processes, skills, channels to market and suppliers will have been reassessed. If the plan is radical, then the level of change will be also. <br /><br />Activation of the plan is passed from the planners, to the builders and then to the implementers, like a baton in a relay race. For successful implementation of the plan, the baton must retain the planners’ “spirit”. <br /><br />Two separate competencies are required and need to be practiced: the hand-over and the ability to move quicker than your opponent. The baton can be dropped, if you or others:<br />- Fail to invest in detailed due diligence; <br />- Assume that everyone involved is “addressable” in the same way;<br />- Neglect the impact of “new entrants” who may radically affect the outcome of the race. <br /><br />With the right level of detailed analysis, planning, and action, leaders can accelerate successful cultural change in a limited timescale; it is a myth that successful change needs to take years. If your segmentation strengthens communication, individual relationships and personal motivation then results are fast and stable. <br /><br />Sometimes you do not need to look outside your organisation for best practice; it just needs to be passed around. <br /><br />My point is simple. If “Getting to Plan B” helps you generate a new plan, don’t throw it away. As a leader, make sure that the “spirit” generated by the planning is the same “spirit” deployed in its implementation.<br /><br />To be continued, with a real life example…Michael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-25005650676724373112011-02-03T14:52:00.000+00:002011-02-03T17:11:33.451+00:00OD on strategy to increase sales.Is your organisation failing to achieve its revenue targets? Are prospects not being converted into profitable sales? Is there tension between the sales team and other departments? <br /><br />Your Strategy has been recently refreshed. The Board have signed-off challenging targets. The vision is clear and cascaded effectively, but where will the new revenue come from? <br /><br />It is possible to look outside the business for an answer and we will certainly talk more about converting market analysis in future blogs. Today, I want to focus on facilitating internal behavioural change - the role that you should take to “OD the Strategy”.<br /><br />As an example, Pyramid recently worked with a well established precision engineering company – an international, specialist player. They felt they might be missing out on “easier” sales opportunities arising from cross-selling between product divisions and from after-sales to existing clients. <br /><br />The psychological barriers to change were significant. Managers and Executive Board Directors had built their careers on the company’s strong product history – successful silos and inter-departmental competitiveness resulted. <br /><br />To OD their strategy, all their managers participated in facilitated redesign. They:<br /><br />- Created an aligned structure and bench-tested changes to core processes;<br /><br />- Completed potential risk assessment and highlighted mitigating actions;<br /><br />- Proposed phased implementation towards a market-led business. <br /><br />Management were re-energised. <br /><br />You may have done something similar after your last strategic review, but what next? <br /><br />If your risk assessment has been robust, then your business should still be converting traditional sales from established markets. This is nothing more than your base-line.<br /><br />As a leader, you should not rely on the illumination arising from the market analysis in the strategic review or the energy generated in facilitated meetings to achieve sustainable change. <br /><br />Your internal communications will still need to create greater awareness, ownership and concerted multi-functional action, by tapping in to the know-how and latent potential existing across the whole organisation – more on this next time.<br /><br />But most importantly - your leadership must create “positive anxiety”, where once complacency ruled. Your personal energy level and visibility must go up a notch or three. If you traditionally operate at “high” on any scale, then you now need to be operating at an “11” on a new dial. You should return to management basics with enthusiasm, curiosity and empathy: <br /><br />- Monitor the prospects database, read every visit report, roam your CRM system and ask lots of positive and supportive questions;<br /><br />- Give the motivational vision speech, particularly with manufacturing and sales staff physically and “mentally” in the same room. Keep it real for them, by setting challenging targets and actively listening to their feedback;<br /><br />- Create positive tension on quality and performance for those delivering your core business functions, particularly where finance, sales, marketing, manufacturing and logistics processes interface.<br /><br />One way of managing this last point constructively is to encourage every member of the management to demonstrate how and where their teams are building stronger relationships and measuring only the things that matter to achieve shared goals. Set about destroying silos and negative inter-departmental beliefs that get in the way. No more moaning and groaning – just one for all and all for one. <br /><br />I will be talking more about this last point in two weeks, so don’t forget to register here to follow my future blogs. In the meantime, read “Bounce” by Keith McFarland to learn more about “positive anxiety”.<br /><br />And Happy Chinese New Year!<br /><br />MichaelMichael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-33581605895801580022011-01-24T10:41:00.000+00:002011-01-25T15:19:41.561+00:00Process excellence includes keeping your competitors guessing and your board aware.How does our perception of process excellence play out in an aggressive market place? Is process excellence a barrier to competitiveness? Well, I believe it can be, if the mindset is not prepared for change. Here is why.<br /><br />In turning our business around, we recognised the need to increase sales; developing $140m new prospects in 6 months and converting this into a 70% increase in first year revenue; a team effort combining the best disciplines of engineering design, manufacturing and service.<br /><br />Our bids were close to perfect, including the right level of resource and materials. We worked closely with suppliers. We built and installed reliable equipment. We evaluated risk and included appropriate mitigation. Contractually, we offered tight, but fair terms, with appropriate warrantees.<br /><br />A winning combination, you might think? Our engineering excellence played well with established customers. Our competitors knew our strengths. Our owners wanted positive cash flow. Lower cost new entrants challenged pricing. How did we all respond?<br /><br />Our excellent processes ensured that the original bid was profitable, commercially complete in every detail and would pass the scrutiny of the customer’s buyers and our board’s technical experts.<br /><br />Our competitors took a different perspective of the project life-cycle. They submitted a lower initial price and were happy to run with negative cash flow for longer. Either through guile or incompetence, they might under-quote on engineering time or forget to include some items. They knew that by the time their work was incorporated into our customer’s large infrastructure project there would be many changes to the successful bid. They also knew that the initial project would be awarded to the lowest bidder and the changes in the years ahead would not be put out to re-tender.<br /><br />Our competitors gambled on making money from the variations that would be requested later in the cycle. How were we aware of this behaviour? Large bids are opened publically by the awarding organisation. From the numbers read out, we got a quick sense of where competitors’ offers varied from our own. They worked on the presumption that they could correct any mistakes and add back profit via some of the many requested project variations. They knew that changes post project award were commonplace. Our owners, from a service and financial background, did not understand this.<br /><br />We were sometimes outraged that our competitors acted with lower quality. They were prepared to manage risk and relationships later to ensure profit across the whole life-cycle of the project.<br /><br />So, my advice to those who pride themselves on process excellence is this. Ensure that your processes are reviewed regularly against the needs of ALL those who benefit. Be aware that your unique selling points can be exploited. Keep your competitors guessing and your Board aware of what you are doing.<br /><br />Feel free to push back on my observations and have a great week.<br /><br />MichaelMichael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-63006148130019194392011-01-09T10:59:00.000+00:002011-01-12T14:54:55.347+00:00Can process excellence be a barrier to competitiveness?Last week, I suggested that we should all re-invest in Management. This thought was triggered by reading Dr Julian Birkinshaw's "Reinventing Management"; probably the best business book I read in 2010. It challenges our pre-occupation with Leadership.<br /><br />My challenge to you, at the beginning of 2011, is not simple:<br /><br />1. How much of our management process is designed to satisfy or exceed the expectations of ONLY our current customers and shareholders? Are our processes sufficiently flexible to consider ALL those who influence profitable outcomes - competitors, staff, suppliers, regulators and local communities, for example?<br /><br />2. How can we ethically and legally take on international competition and be successful? Are all the cards now stacked against us - a high cost base, necessary regulation, a shift in international economic power and stringent financial conditions? Are we learning from experience or just bemoaning our bad luck? As an example, what can the English speaking world take from the recent World Cup bid failures from Australia, England and the USA?<br /><br />3. What do we need to do differently in the leadership and management of our businesses, to succeed in an environment that we no longer control, but only influence?<br /><br />I would welcome your thoughts on these challenges.<br /><br />These days, as a Regional VP for Pyramid ODI, I facilitate leadership development and run OD projects for clients, but as the Managing Director of a satellite communications and systems integration company, I experienced the equal importance of effective management and leadership in practice.<br /><br />Next time, I will share a real-life experience from my MD days, to explain why I believe passionately that management and leadership need to be in balance to generate sustained profit, particularly as we face tougher competitive challenges and decisions in 2011.<br /><br />Best wishes to you, your business colleagues and families for a successful year ahead.<br /><br />MichaelMichael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0tag:blogger.com,1999:blog-6155312723479350230.post-34619660976609279802011-01-04T17:34:00.000+00:002012-07-18T12:37:08.414+01:00Three thingsBest wishes for a profitable year, ahead of budget, with positive people and greater cash flow.<br />
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Here are three things we could all do more of, to successfully improve our business performance:<br />
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- Understand the needs and motivation of those who rely on us. Listen rather than transmit;<br />
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- Re-invest time in management process; improve on detail to surprise those benefiting from more consistent outcomes;<br />
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- Trigger innovation by encouraging open working relationships.<br />
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Here are three things we could all try to stop doing this year:<br />
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- Relying on personality and power to entice others to do our will;<br />
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- Mistreating suppliers and resources for short-term or political benefit;<br />
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- Wasting or ignoring the knowledge and energy of people around us.<br />
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And one more tip. Read a good book!<br />
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Until next time,<br />
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MichaelMichael Salmonhttp://www.blogger.com/profile/11151379850367960005noreply@blogger.com0