The Importance of Being on the Same Page
This whole 'work from home' is great for organisations as now they can get rid of expensive office spaces. But one of the answers to the question, "what else will happen" can now be a lack of alignment about how we fit into the larger organisational picture.
In a tourist economy environment, deciding whether to allow and encourage, or put a cap, on tourism isn't as important as how you make the decision. Too often, these decisions are made either because of, A)the last one in your office; B) the one that shouts the loudest; C) the one that crosses the most number of palms with sovereigns. The correct answer should be D) a process in which the unintended consequences of either answer are examined and tested before the decision is made and implemented. Using a process can make sense out of a complex question.
Diagram excerpted from Getting It Right: Solving the Decision-Making Conundrum. May 2017Global Business and Organizational Excellence 36(4):17-23
Available through ResearchGate at 10.1002/joe.21786
Dr. James B Rieley talks about what it will take for a new entrepreneur to be successful and realise his or her potential
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Developed by Dr. James B Rieley, an Advisor to CEO’s and Senior Management teams, Leadership Lessons will enable you to become more effective and realise your potential. Rieley, who owned his own successful business for over twenty years, is the author of Gaming the System (FT/Prentice Hall); Leadership (Hodder/Daily Telegraph); Strategy and Performance (Hodder/Daily Telegraph); Change and Crisis Management (Hodder/Daily Telegraph); Collaboration (Angelina); and Leadership Lessons, volumes 1 and 2 (Seraphina); as well as writing a weekly column for the Daily Telegraph titled Plain Talk about Business Performance. He has an earned Ph.D. in Organisational Effectiveness, and has worked with organisations from all sectors, and of all sizes. Rieley’s hands-on experience as both a business leader and as a personal and business Advisor make his approach unique. He won’t tell you what to do – Leadership Lessons is not a programme where someone talks at you – Rieley will share with you what works, what doesn’t work, and with a logical rationale for applying these learning’s. If you are ready to build your demonstrable competencies and realise your individual and/or collective organisational potential, now is the time to subscribe to Leadership Lessons - the way you can achieve your goals and realise your potential.
As a subscriber to Leadership Lessons Tier 1, you will receive via email every two weeks, specific lessons on how you can become more effective in making decisions that will impact both you personally, and your organisation. Written in plain talk, the lessons are easy to digest, and easy to apply to your life immediately, enabling you to become more effective so you can realise your potential. Tier 1 also includes monthly worksheets that have been developed so you will be able to leverage your
With Leadership Lessons level Tier 2, you will receive all that is included with Tier 1 and in addition, monthly, personal hour-long scheduled video conference calls with Dr. James B Rieley, the creator of Leadership Lessons.
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“You can feel the pain in James Rieley's words when he describes what's wrong with many businesses. I think that he feels the pain because he sees the problems more clearly than most observers of the business world and also because he knows how to fix them. If you work for, or consult to, a dysfunctional company, you'll feel it too. But all is not lost; Plain Talk About Business Performance gives the reader a practical path from mediocrity to good management. The techniques he describes might seem simple and basic when viewed one at a time but they add up to a powerful program of action. Take hope. It hurts now but Dr. Rieley can make it all feel better.”
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“In Gaming the System, James Rieley artfully minimises the divide between business skills and common sense management practices. He shows depth and a belief in people and their needs in today's business arena that will strike a chord in every organisational development leader's heart. Gaming the System should help readers to take greater responsibility for growing organisational effectiveness through communication, a focus on core capabilities, and shared vision."
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"James Rieley has used a set of stories to illustrate very effectively the mistakes companies make in trying to make and enable change, and improve their results. Rieley's examples are real, feel real, and therefore, demonstrate how employees react and what senior executives need to do differently in specific problem situations. His summary, with a focus on using vision, understanding, and thinking systemically, is 'spot on' in suggesting solutions for dealing with the issues raised in the book. We used these concepts very successfully in the transformation efforts at the Royal Dutch Shell group of companies." Mac McDonald, Director, Leadership and Performance Operations (LEAP) Shell (retired).
"This should be required reading for every CEO...or newly minted MBA. The mechanistic things discussed at most Board meetings and taught in B-schools never get to the realities James B. Rieley describes."
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Dr. James B. Rieley is an advisor to CEO’s and senior leadership teams in both Europe and America. Rieley, who has an earned doctorate degree in Organisational Effectiveness, additionally has a B.S. in Business Administration, and was the president of a successful plastics manufacturing company for over 20 years. After selling his company in 1987, he began to work with organisations in the area of decision-making and realising personal and collective organisational potential.
He has done extensive research and written about the subject of organisational behaviours, being an ongoing columnist for the Daily Telegraph (London), and having been published in ‘The Journal for Organisational Excellence,’ ‘The Journal for Employee Communications Management,’ ‘Community College Journal,’ ‘Quality Progress,’ ‘The Systems Thinker,’ ‘National Productivity Review,’ ‘The Business Journal,’ ‘Corporate Reports Wisconsin,’ ‘Leverage,’ ‘On The Horizon,’ ‘Global Business and Organisational Excellence,’ and other media, as well as being the author of a research report for GOAL/QPC on Strategic Planning titled Closing the Loop, and co-author of an implementation workbook on Institutional Effectiveness. His work has been cited in Fast Company, Making It Happen: Stories from Inside the New Workplace, A Fieldguide for Focused Planning, and Breakthrough Leadership, as well as being nominated for the national Shingo Prize for Excellence in Research. His work has been cited in more than fifty research papers and journals.
Rieley has developed curricula in the areas of organisational behaviours, organisational learning, leadership development, Systems Thinking, community building, systems thinking archetype applications, and strategy. He has facilitated training sessions for both internal and external clients, including: the Five Disciplines of Organisational Learning, Building Leadership Capacity, Advanced Facilitation Methods and Tools, Change Enablement, the Seven Management and Planning Tools, A Systems Thinking Mindset, Constructing Causal Loop Diagrams with Visio, Gaining Leverage through the Vision Deployment Matrix to Enhance Personal and Organisational Capacity, and, The DNA of Organisational Culture.
Dr. Rieley has been recognised for his expertise in the areas of:
Strategic Plan Attainment
Scenario Plan Development
Managerial and Employee Motivation
Gaming the System Avoidance
Organisational Culture Improvement
Realising Personal Potential
Rieley is certified by the Covey Leadership Center in the Seven Habits of Highly Effective People, and was the founder of the Southeast Wisconsin Organisational Learning Consortium (SEWOLC). He has taught at the college and university levels for institutions in the United Kingdom, British Virgin Islands, and the United States. His research on leadership and organisational behaviours has been published additionally in Gaming the System, (Financial Times/Prentice Hall, 2001), Leadership (Hodder, 2006), Strategy and Performance (Hodder, 2006), Change and Crisis Management (Hodder, 2006) Collaboration (Angelina, 2018), and Leadership Lessons, volumes 1 and 2 (Seraphina, 2019). In addition, he wrote the weekly “Plain Talk about Business Performance" column in the Daily Telegraph of London
You will receive via email every two weeks, specific lessons on how you can become more effective in making decisions that will impact both you personally, and your organisation. Written in plain talk, the lessons are easy to digest, and easy to apply to your life immediately, enabling you to become more effective so you can realise your potential. Tier 1 also includes monthly worksheets that have been developed so you will be able to leverage your potential.
With Level 2, you will receive the Level 1 communications package, as well as monthly, hour-long video conferencing, and personal mentoring by Dr. Rieley.
With an annual commitment, you will receive an additional month of Leadership Lessons for free.
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