Mailing Systems Technology - March/April 2010 - (Page 8)

Real Life Management Organizations and teams are crying out for effective leaders. How can we improve our leadership effectiveness? One tool we have is to learn and apply what research tells us. The two most extensive research projects related to leadership effectiveness ended up with the same conclusions. There are five Absolutes (best practices) for getting high performance and great results. Absolute #1: Get everyone on the same page. This absolute involves creating and maintaining a clear focus on desired results for yourself, your people and your operations as a whole — and create a means to measure progress and performance. To be a high-performance leader, we must intentionally choose to pursue excellence, and to make that choice a reality, we must develop and communicate the vision to everybody within our organizational team. My operations at Portland General have been blessed by receiving positive national recognition. The teams involved have worked hard and smart to make positive changes, and create additional value for our company and customers. One thing that we did was to articulate an intentional desire to excel. Here is a sample mission and values statement from one of my operations, Printing & Mail Services: Mission: Our mission is to be a “world class” provider of Printing and Mailing products and services. We desire to be recognized as a premier service provider that is comparable to any operation of similar size anywhere in the country. Our purpose is to provide timely, high-quality products and services at a cost equal to or lower than any other potential provider. We desire to achieve a consistently high level of customer satisfaction and to maintain a working environment that dignifies and motivates our staff. Values: With Wes Friesen Best Practices of Effective Leaders, Part One “Everything rises and falls on leadership. — John C. Maxwell ” Absolute #2: Prepare for battle. This absolute includes progressively staffing your operation with high-quality people, developing effective planning practices, providing ongoing training and education for your people and ensuring people have the tools they need to get the job done. Some people have found the following three “Ps” to operational excellence to be a helpful guide: 3 Physical assets and technology — try to be leading-edge. 3 People — the most valuable resource of any organization. 3 Practices — learn and apply best practices. An ongoing challenge for all operational leaders is justifying the resources we need to excel and add value to our organizations. Let me share some tips that have proven useful: 10 Tips for Justifying Resources 1. Identify important goals and needs, then figure out how to help meet them. 2. Find ways to save money. 3. Know your costs and how they compare to the external market. 4. Work with vendors for creative ideas to improve operations. 5. Partner with other departments in your organization. 6. Develop positive relationships with internal service providers that influence decisions. 7. Take the budgeting process and other “bean counting” tasks seriously. 8. Understand your capital budgeting and approval system and process. 9. Track your volumes and document increases. 10. Excel in operations, and enhance your team’s reputation. 3 We place a high importance on customer satisfaction. We want to meet and even exceed customer expectations. Quality of our products and services is a priority. We are resultsoriented and will do what it takes to get the job done. strive to treat each person respectfully and to train, develop and promote a positive work environment. We believe in being professional, empowering our employees and in having fun. ous improvement and are constantly striving to improve all aspects of our operations. We also believe in continuous learning and are constantly striving to learn more about best practices, technology and ways to better meet our customers’ needs. 3 We believe our most important asset is our people, so we Well, that’s all for now. Make sure to read next month’s column as I cover Absolutes #3, #4 and #5! a Wes Friesen, CMDSM, EMCM, MQC, ICP CCM, CMA, CM, , CFM, APP PHR, is the Manager of Revenue Collection & Com, munity Offices for Portland General Electric, a utility in Portland, Oregon that serves over 810,000 customers. He can be contacted at wes.friesen@pgn.com. 3 We believe in the Total Quality Management concept of continu- 8 MARCH-APRIL 2010 a www.MailingSystemsTechnology.com http://www.MailingSystemsTechnology.com

Table of Contents for the Digital Edition of Mailing Systems Technology - March/April 2010

Mailing Systems Technology - March/April 2010
Contents
Editor’s Note
Real Life Management
Software Byte
The Trenches
Everything IMb
Ship It
Best Practices
What You Think
From the Source
Real Treasure
Do the Math
Taming the Digital Herd
Duped Again
Not Just a Needle in a Haystack
What About My Needs?
Moving Mountains in Government
Reality Check
Pushing the Envelope

Mailing Systems Technology - March/April 2010

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