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This month's issue features the continuation of
Morris Williamson's series on 6 Sigma or Business Process Improvement
(BPI). We introduce a new leadership paradigm entitled An Extraordinary
Invitation™. Finally, we explore What Really Drives Attrition
and Retention.
As a means to encourage more dialogue with our patrons, we will
begin an open forum next month called Dialogue with HPS.
This forum is intended to foster two-way communications between
our readers and HPS Staff and Associates. This will help to ensure
that we continue to focus on topics that offer practical advice
and solutions for people and business issues.
Also next month, we will be adding HPS Business Solutions AT-A-GLANCE.
This will provide an executive summary of our professional services
and products. It will also feature links to more detailed information
on our website including previous e-zine articles by topical index.
HPS works with senior business leaders who want to perform at their
best and inspire the best from their people. Our clients want to
improve employee, team, and organizational performance and move
from current performance to best potential.
Current PERFORMANCE … >>>Gap>>> …
Best POTENTIAL
Bridging
the Gap
HPS Leadership Best Practices™ is published monthly as a free
resource for senior business leaders who seek practical and cost-effective
business solutions. We welcome your feedback and comments including
requests for new topics. Please send correspondence directly to
me at lfehd@hp-strategies.com.
Until next month and kindest regards,
Larry Fehd, President and Founder
HUMAN PERFORMANCE STRATEGIES
Office (512) 415-0748 Fax (512) 335-6630
Corporate Headquarters - Austin, TX USA
www.hp-strategies.com
Coming Next Month
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BPI-Six Sigma Series continues |
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An Extraordinary Invitation™, continued |
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Safety: It's Not What You Think |
Coming in Future Issues
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Statistical Forecasting: A series of Articles on Statistical
Forecasting and Related Topics Coming in 2004 |
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Building the Strategic HR Enterprise |
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Emotional Intelligence: Assessment and Development by Edmond Bazerghi,
Ph.D., Center for Executive Assessment |
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Power Management: Positive vs. Negative Expenditures |
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Training vs. Entertainment |
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What and Why Are Easy; Knowing How Is the Key |
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Essential Steps for Creating and Sustaining High-performance
Teams |
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Balancing Strategic and Tactical Workloads |
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Don't Take It Personally, It's Only Business |
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Grow Your Own or Steal Your Neighbor's |
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Diversity: Different + Different = Power |
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Keys to Creating and Sustaining Trust |
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BPI-6 Sigma: Defining the Project
In the first article, the typical BPI model was presented: Define,
Measure, Analyze, Improve, Control, and Document.
All BPI projects will flow through each of these phases, some projects
spending more time in some phases than others. It is not uncommon
that as a project moves through the Measure or Analyze phase, it
may recycle back to the Define phase to "reset" the scope
of the project or underlying issue or to expand the process map
to a different level of detail. The first article also discussed
some of the responsibilities of the Corporation and Employee. This
article will focus on Phase 1: Define. [more]
An Extraordinary Invitation™
Amazing! Unbelievable! Incredible! Perhaps we've all used some of
these words to describe extraordinary human behaviors we've experienced
personally or observed in others during our lives. What we may not
have considered is what prompted the extraordinary behavior. Was
the behavior merely an anomaly? Was the behavior internally motivated?
Was the behavior motivated by some external influence? Was it a
combination of both internal and external influences?
For some reason, it seems common to rationalize extraordinary human
behavior as anomalies or exceptions to the norm. Yet, the capacity
for extraordinary behavior is accessible more consistently than
we may have ever imagined. [more]
What Really Drives Attrition and Retention
Most leaders have good intentions, and these intentions are
usually recognized and appreciated by employees. However, despite
these best intentions, many leadership behaviors often have limited
impact on reducing attrition and increasing retention of key talent.
In fact, they may have the opposite effect by increasing attrition
and reducing retention of our best people.
Maslow's Hierarchy of Needs theory is perhaps the most common and
widely accepted explanation for basic human needs. [more]
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