Managing People and Processes KlineSpeak（人员管理和流程KlineSpeak）.pdfVIP

Managing People and Processes Leadership without management is vision without fulfillment Dr. John A. Kline 2 | Armed Forces Comptroller • Winter 2008 ew books and articles on leadership Eliminate Process • DO: Execute the plan on a small scale Nappear almost daily. The emphasis on Interference Factors • STUDy: Confirm or make adjustments to effective leadership is commendable, but we A process interference factor is anything that the plan must never underestimate the criticality of stands in the way of performing the process • ACT: Implement the plan or study effective management, for leadership without or completing the task. Process performance the adjustments management is vision without fulfillment. problems are often “rooted in management’s failure to provide the complete spectrum of Implementing process change is often Leaders may set the direction, but managers resources—namely, time, tools, guidance, difficult. Managers of change may hear get the job done. They do it by managing people policies, and facilities.”1 When a manager such killer phrases as “We’ve always done and managing processes, which includes discovers a process interference problem, it this way,” or “If it ain’t broke, don’t fix it.” everything that happens between the start and his or her first action should be to supply Combat these attitudes by putting “it” in end points and all activities performed by all required resources. perspective. Find examples of