Avoid Silly Errors / Decisions Checklist
Avoid Silly Errors / Decisions Checklist
Checklist to be used as a self-reflective reality check when making important decisions.
- Are you sure you are not contemplating a decision based solely on fear?
- Does your self-esteem feel flattered by the praise for your decision(s)?
- If an opinion contrary to your own makes you angry, you may be biased. Are you angry?
- If the matter is one that can be settled by observation, did you make the observation yourself?
- Is your position based on opinion or evidence?
See also Checklist Checklist and the bookreview of Thinking, Fast and Slow
Topics: Checklist
Checklist Checklist
You have a great Checklist when:
You have a lousy Checklist when:
See our review of The Checklist Manifesto: How to Get Things Right
5 Areas of Self-Awareness Checklist
Topics: Self-awareness
5 Areas of Self-Awareness Checklist
Checklist to be used to understand and promote self-awareness.
- How well can you recognize your own emotions?
- How well can you control your own emotions?
- How well can you recognize the emotions of others?
- How well can you appropriately consider and react to the emotions of others?
- How well do you tolerate ambiguity?
- Do you have an internal or external locus of control?
- Do you have high self-esteem?
- Do you have high generalized self-efficacy or confidence in your ability to adapt?
- Do you have neurotic characteristics or a negative outlook in life?
- Are you aware of the ways that you gather information?
- Are you aware of the ways that you evaluate, assimilate, and act on information?
- Are you aware of your own cultural values?
- Are you aware of your own personal instrumental values or those values that prescribe standards of conduct?
- Are you aware of your own personal terminal values or those values that prescribe desirable goals?
David A. Whetton and Kim S. Cameron. "Developing Management Skills". 7th Edition. (New Jersey: Prentice Hall, 2007), pp. 63-84.
See also (Project) Manager Skills Checklist
Customer-Focused Strategy Checklist
Checklist to be used to ensure your organization is strategically focused on the end customer.
- PLANNING
- Is your strategic planning long-term and anticipatory rather than short-term and reactionary?
- Does your strategic planning have an explicit customer-driven process rather than an organization objectives planning process?
- AWARENESS OF CUSTOMERS
- Are people at all levels of your organization aware of who you customers are and what their needs are?
- Is the voice of the customer important in your organization?
- DECISION-MAKING
- Is decision-making customer-driven rather than product-driven?
- Is decision-making supported by data rather than by opinion?
- PERFORMANCE MEASUREMENT
- Is customer satisfaction a key measure of success rather than just bottom-line financial results?
- Is market share a key measure of success for your organization rather than speedy returns on investment and cash flow?
- PROCESS MANAGEMENT
- Is your process management approach focused on error and defect prevention rather than error and defect detection?>?
- Does your organization practice process improvement rather than on-going crisis management?
Pyzdek, Thomas & Keller, Paul A. "The Six Sigma Handbook" 3rd Edition. McGraw Hill (2010), p. 45.
Growth/Share Matrix Checklist
Growth/Share Matrix Checklist
Checklist to be used to strategically rank market growth rates relative to market share for specific products or business areas, and then to begin to formulate a strategy around these rankings.
- Select one of the bullets below for each product or business area in your company.
- STARS - Does your specific product or business area have a high market share with a high market growth rate in what is usually a new market? When developing your market strategy, consider that these emerging markets often have many competitors and carry a lot of risk.
- QUESTION MARKS - Does your specific product or business area have a low market share but a high market growth rate? When developing your market strategy, consider reasons why you currently have a low market rate and whether or not the market is a core competency of your business.
- CASH COWS - Does your specific product or business area have a solid market share yet a slow growth rate? When developing your market strategy, consider the stability of these markets and how they can generate cash flow with very little investment over time.
- DOGS - Does your specific product or business area have a low market share with slow growth rates typically resulting in low profitability? When developing your market strategy, consider if these need to be eliminated or if they do provide some stability for your business if they are near the breakeven point.
- Once asking the above questions of all products or business areas in your company, they can be ranked in a visual scatter plot such as the one below to stimulate discussion of growth rates relative to market share at a strategic level.
For another checklist related to business strategy, see also Porter's 5 Forces Checklist
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