Discover Your Strength as a Leader

When you assume top position in your organization, it is so easy to get immersed in  firefighting. You get consumed by the desire to improve this, cut down on this, and do more of this, wanting all your ideas of how an organization should be run put in place. There is nothing wrong with this actually, especially if you see that there is much to be improved on.

The danger however is when you do not see the forest for the trees. Sometimes, too, you see only the process itself and not how it works.

As a leader these are things that you would want to watch out for.

Here is a fair warning, too:

strength as a leader

Managers who rely too much on their strengths may become hammers that see every problem as a nail. Over-forceful bosses can turn their subordinates into patsies; consensus-obsessed bosses can institutionalise dithering. It is not difficult to find examples of strengths-turned-weaknesses in politics. Barack Obama’s talent for lofty rhetoric has distracted him from the nuts and bolts of policymaking. François Hollande’s passion for being Mr Normal has rendered him too small for his grand office.

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5 Factors Quality Systems Fail

lean animation

Photo credit

PQ Systems lists 5 factors why quality systems fail that will likely lead to recalls.

  1. Following the old rule, “it ain’t broken, why fix it.” It happens when an organization has already a pattern of producing only good products over time, thus tends to overlook excess.
  2. Failure to understand variation in processes can lead to a failure to address out-of-control situations.
  3. Complacency with respect to training assures limited knowledge of process control.
  4. New leadership fails to assume the commitment to quality.
  5. Focusing only on profits and earning reports without regard to customer satisfaction can be a death knell for quality.

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Perform GRC Actions and Controls for Principled Performance

Metricstream.com shared with me this.

All organizations must address the threats, opportunities and requirements by encouraging desired conduct and conditions and preventing what is undesired.

Proactive Actions and Controls

Detective

Responsive

Analytics

Establish a mix of proactive, detective and responsive actions and controls, supported by strong analytics based on strategic objectives, risk appetite and capacity, and risk decision-making guidance established by leadership.

Read the full illustration here: OCEG-GRC-Perform-Illustration