“I’ve known and worked with Mel concerning criminal justice for many years and would recommend his services and knowledge to anyone that is in need of correct progressive answers and always with integrity. Tommy Warren, T Warren Investments, The Woodlands,
“The program evaluation process performed by MBA for our facilities was very thorough and spoke to all the organizational needs I wanted addressed. Mel, Jeff and Bill were easy to work with and very professional in dealing with our staff
“MBA did all that was asked of them. They provided sound advice and recommendations to follow up on.”–Steve Henderson, Director, Lubbock County Community Supervision and Corrections Department, Lubbock Texas.
Our experience with MBA was really great. You asked good questions at the beginning of the process to help us better defined exactly what we wanted and then you worked with us to give us that. You responded to our
“The training your company provides is excellent. Regardless of who from your company does the training, it is always quality training.” –Melinda Wilson, Director Gregg County Community Supervision and Corrections Department
“I think what you do is amazing!!!! And you absolutely lit a fire under me!!! Thank you!!!” ~~Lisa Willis Calhoun, Free Lance Artist, Woodland, California
During the workshops I conduct for organization executives, managers and supervisors, a major concern is frequently how to become more effective in raising the quality of the performance of the people they supervise.
In addressing the concerns of the workshop participants, one of the things I point out is that employees are not mind readers. If they are not performing as their supervisor expects, then they must be provided with appropriate feedback.
An effective organization functions like a team in which the organization’s executives, managers and supervisors must coach their employees to increasingly higher levels of performance.
With tongue in cheek, I tell workshop participants, “A good coach knows that, regardless of what Wheaties tells you, feedback is the breakfast of champions!”
Good coaches also know that in order to have a winning team, the players need to know what their job is, (job descriptions, policies and procedures and new employee orientation), non-performance or poor performance is addressed, and feedback is not limited to addressing only non-performance or poor performance. Good performance also needs to be recognized and rewarded.
The term “feedback” is often used to describe all kinds of comments made after the fact, including advice, praise, and evaluation. However, these actions may or may not include feedback. Feedback is actually communication to a person or a team of people regarding the effect their behavior is having on another person, the organization, the customer, or the team.
Positive feedback involves telling someone about good performance and should be given frequently.
Corrective feedback alerts an individual to an area in which his/her performance could improve. Corrective feedback is not criticism; it is descriptive and should always be directed to the action, not the person. Its purpose is to help people understand where they stand in relation to expected and/or productive job behavior.
Effective feedback contains six key ingredients. Those ingredients are timeliness, specificity, a focus on behavior rather than personality, honesty, helpfulness and consistency.
Purpose of Strategic Planning
The purpose of strategic planning is to assist an organization in establishing priorities and to better serve the needs of its constituency. A strategic plan must be flexible and practical and yet serve as a guide to implementing programs, evaluating how these programs are doing, and making adjustments when necessary.
An effective strategic plan must reflect the thoughts, feelings, ideas, and wants of the developers and the organization’s purpose, vision, mission and regulations into an integrated document. Devel- oping a plan requires extensive probing, discussion and examination of the views of the leaders who are responsible for the plan’s preparation. More often than not, however, the development of the plan is less complicated than the implementation of the plan.
Implementation, in essence, pulls a plan apart and diffuses it throughout an organization. Every unit within the organization which is involved must then accept the plan, agree to its direction, and implement specific actions. In order to effectively and efficiently implement a plan, everyone involved in the implementation of the plan must function as a whole or the plan is destined for failure.
Elsewhere in this issue of The MBA Dispatch, you will see Benjamin Franklin’s statement “If you fail to plan, you are planning to fail.” Like so many of Franklin’s other cleverly phrased witticisms, his comment on planning packs a powerful
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