Philosophy

MCTV 15 is all about teamwork ...

Coming together, sharing together, working together, succeeding together.

Two kinds of Work ... Billable and Non-billable

Our challenge is always try to fill as much of their day as possible with tasks that end in invoices while only doing enough non-billable stuff such as accounting, quoting and filing — to keep the money rolling in.

Happy Customers Come Back

One 'Extra' Minute Manager

• One Minute Goal setting
  • Write out goals on a single sheet of paper, not to exceed 250 words
  • Read and re-read each goal
  • Check your performance daily
  • Make sure your behavior matches your goal
• One Minute Praising and recognition
  • Tell people up front that you are going to tell them how they are doing.
  • Praise people quickly after catching them doing something right.
  • Be specific in your praise.
  • Shake hands or touch people in a way to show your support and what they are doing for the team and organization.
• One Minute Redirection and Reprimand
  • Tell people before hand that you will in no uncertain terms tell them how they are doing.
  • Reprimand people immediately.
  • Tell them what they did specifically wrong.
  • Shake hands, touch shoulder, let them know you are honestly on their side.
  • Reaffirm that you value them as a person and employee but not their performance or actions
  • When the reprimand is over it is over.

How You Will Benefit

• Discover a faster way to improve morale, productivity and job satisfaction - for you and your team
• Be able to focus on your direct reports’ behavior, not their personality
• Use effective reward strategies to better motivate employees and others to sustain winning behaviors
• Create a thriving, people-oriented environment where superior results are the norm
• Provide quick, effective redirection for both new and seasoned employees
• Effectively measure performance to help people stay on track and maximize their potential
• Make your business grow while better managing people, time and resources

The best minute you will spend is the minute you spend investing in people!

Defining A Problem

• If you can’t explain what you would like to happen, then you don’t have a problem. You are just complaining.
• A problem only exists if there is a difference between what is actually happening and what you desire to be happening.
• Teach people to solve their own problems, give them the questions and methodologies in order to solve day to day problems and issues.

Eighty Twenty Rule

S.W.O.T

It is important to remember that these four categories are not fixed. They shift and they interact with each other. Nevertheless, this is a useful way of breaking down complex situations into key components in order to clarify our thinking and support our planning.

S.W.O.T helps you look at the balance between our strengths and our
weaknesses in a given situation and therefore helps us recognize our
developmental needs. What we need to do next is express your plan of action to meet those developmental needs. To do this we need to set targets considering those, think SMART:

S.M.A.R.T

Specific – Identify our target goal clearly with as little generalities as possible.
Measure - How we would recognize if/when the goal has need achieved and to what level.
Achievable - Why is this goal achievable giving our available resources.
Relevant – to our mission and community needs.
Time Bound - It gets done in a timely manner and there is a commitment to review progress and avoid slippage.

A.I.D.A

Attention - there is one article on knowledge management that starts - "poor knowledge management can kill" - now that's an attention grabber if ever there is one.

Interest - this is where you engage the listener with something of interest and relevant to them; relate your knowledge or proposition to the problems and issues that confront them. In other words, don't just show off your knowledge that is looking for a problem to solve. Show how your particular knowledge has solved similar problems eslewhere.

Decision - help the person understand that your knowledge is valuable and give them what they need to make a decision in your favour. How can it be applied? What are the pre-requisites? Who should be involved? What do each of us have to do?

Action - be clear on the outcome you want to achieve. It may be a series of outcomes - ranging from the optimistic (they will give me a $1 million budget/contract) to the more pragmatic ("at least they know how I can help them").

C.T.Q.S

Cost within budget?
Time on schedule?
Quality conforms to specifications?
Scope every expected functions/feature completed?

Performance Planner

• Identify our top 10 needs and priorities them.
• Write the objectives for this fiscal year for at least the top 3.
• Write 3-5 measurable goals that will accomplish the objective.
• For each goal write down the action steps needed.
• Using 'Getting Things Done' ( GTD ) organize the actions.

Simple Project Management - web

Define the scope of the work you will contract to do for the customer. Make sure that the value of the project justifies its cost. Decide how to handle each important risk. Schedule each part of the project so that you can easily monitor the team's progress toward completion. Manage all essential communications. Acquire needed resources. Take action to assure the quality of the result.

Choose your destination

• Scope - Set limits
• Contract - Gain commitment
• Customer - Satisfy the customer
• Value - Deliver benefits

Decide how to get there

• Cost - Look before you leap
• Risk - Anticipate problems
• Schedule - Complete tasks when planned
• Monitor - Make necessary adjustments

Work together

• Team - Match people and tasks
• Communications - Follow up on vital information
• Resources - Provide tools and support
• Quality - Set high standards