Archive for March, 2011

Star Workplaces using Survey Methods to Escalate Engagement and Excellence

March 12, 2011

by William J. LeGray, of CBLG Associates, March 9th,

as Posted on Cblegray’s, and Workplacestars, WordPress Blogs.

Organization and management, and “new age” business productivity is primarily the issue. Special dedicated survey reviews and assisted improvement efforts, can produce fresh insights and pathways. For example work issues concerning excellence- such as technological obsolescence, motivations and work, communications and coordination, multi-disciplinary collaboration, creativity and innovation, operations improvement, marketing and quality- can be addressed more effectively, assuming organizational conditions improve. In summary, discussing survey generated results can offer new revelations, and be particularly beneficial for team building and achievement.


What attracts our attentions? What do we “pay heed to” when acting outwardly, and performing? And, how much of our available energies are applied “to our tasks”? What are distractions which “compromise” performance and collective productivity. Workplace engagement requires clear and sufficient communications for proper foresight visioning by everyone involved.

Disablers of organizational effectiveness can occur, not only, because the “rules” may have constricting quirks, be confounding, or unconsciously disallow the entry of valid data, but also because consciously (or subconsciously) participants may miscommunicate and/or misstep.

Actually, our friendships and social interactions play a great positive and “unherotic” role. We always seem to continue to seek what we need, where we have freedoms for choosing- about comings and goings, and regarding relationships and topics. And, where such freedoms exist, individual initiative can be particularly effective when developing more, and improved, options for better outcomes. Also, when there are unresolved differences of opinion, the improved practices encouraged by survey processes, can “bring into the light” additional clear thinking, insights, alternatives, and methods re resolutions and agreement.

This kind of teamwork tends to reflect “particular” values  about communicating, making decisions, and cooperating which are known to breed excellence. They are people oriented values about openness, genuineness, congruency, being authentic, cultivating empathy, encouraging self worth and feelings of belonging, and showing appreciation for work tasks well done. Good teamwork, also, involves shared leadership- so that appropriate competencies are present during performance events. Further, participants -at all levels- need to foster shared leadership practices for good stewardship (re knowledge and learning). This suggests that being and becoming concerned about being properly informed, and being able to discuss work dependencies and interdependencies are important considerations.

There are always significant others within one’s situation who offer, and occasionally wish to impress, guiding influences. And, it should go without saying, that managers and employees need to be judicious and selective when processing recommendations for themselves re their engagements.


What is “OK, Good, Better, Best Excellence?”

When a team brings about” fresh (and new)” independent methods and options- and their amalgamated thinking is for achieving better forward decisions and actions. Additionally, successful implementations also require that work relationships be trustful and that the talents applied be adequate.

When finding out the why, and how of excellence (i.e. when searching for better knowhow and practices for greater excellence), we revisit, relearn,  reformulate, and use our collective cumulative experiences to establish “new, or revised” best practices. We  consider all of the “lessons learned” concerning causal factors, and the presence of conditions, relevant to building predictable successes.

We are often driven to succeed, but in haste we can occasionally overlook pertinent considerations, and unforseen (unplanned) or unintended (planned) consequences occur. There are many ways to find the reasons in hindsight. And, yes, haste (for expediency), and just not knowing better, are occasionally causal.

Fortunately, to improve capabilities, there are always ways for additional action learning, which can be applied. And, continuing education, plus further development actions, can enable better analyses- re work, work relationships, and predications about events working out OK (i.e. good outcomes).  Then, hopefully, more conclusive and validated forecasting will facilitate the type of better, and best, forward looking action planning often desired for workplace excellence.

To be, and become, more excellent;

1. We innovate regarding our event projections, and predictive assessments

2. We search for the truth to acquire new knowledge, foster better relationships, and make better assumptions

3. And, we revisit, relearn, and reformulate events, and eventually re-educate, change ways, and transform.

Overall, we try to be “smarter” about our workplace engagements,  surveying our respective “territory” (of competency),  and planning actions to escalate and achieve greater excellence.

– Bill LeGray-

CBLG Associates- Fresh eyes Visioning and Strategies,

( ).

Workplace STARS LLC, Adviser and Service Partner,

( ).

Successfully Motivating Quality Improvements for Better Results

March 12, 2011

by William J. LeGray, of CBLG Associates, March 7, 2011,
as Posted on Cblegray’s, and Workplacestars, WordPress Blogs.

Where’s this all going? What’s it coming to? What can we do to get enough of a grip on the tasks at hand to proceed more directionally correct? At least, to cooperatively collaborate and attempt improvements and upgrades “as a team.”

Once we assess the situation, and ourselves- in terms of surrounding conditions and personal competencies, we have a better basis for interpersonal dialog and group meetings for setting (and resetting) goals and fetching and prioritizing resources.

Over the past few years, I’ve authored a series of inspired and insightful, articles regarding personal, and organizational, issues and matters related to our work-lives. Subjects which appear to be especially of interest are: promoting excellence, being strategic and agile, engaging in deeper interpersonal relationships, energizing effective work patterns, communicating about ways and means for improvement, performing passionately (re our work), etc. And, all of these together, help us to encourage more powerful organizational effectiveness, excellence, and performance.

Taking “all” about the workplace into consideration, everyone generally agrees that being “happy”, or at least satisfied (in one way, or another), provides an overall good feeling. And, perhaps, the aim is to be “lean, smart, and happy.” Plus, people like to be acknowledged for their worth and appreciated for their creative and participative contributions. Further, role clarity and job security are always important matters.

In employment settings, participative goal setting is usually necessary to handle the engagement of peoples competencies for cooperative and informed job performance. And, there are many other success drivers to be considered, such as strategic visioning, resources management, peoples competencies, getting desired concepts-to-the-customer, and the transparency of communications. Extraordinary efforts to promote adequate specificity and responsiveness can result in ever increasing workplace excellence and better outcomes.

Traditionally, many organizations have applied “smarts” for setting goals and responsiveness. And, after many years- of defining roles, responsibilities, procedures, and player positional alignments, a solid organizational foundation is generally present. However, there are always, yet undiscovered, options and opportunities for more improvements and upgrades, increasing workplace excellence, and better results.

– Bill LeGray-

CBLG Associates- Fresh eyes Visioning and Strategies, (
Workplace STARS LLC, Adviser and Service Partner,
( ).