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Archive for the 'Excellence Book' CategoryMeeting the Challenge of Excellence – Chapter 1, Personal ExcellencePersonal Excellence
Excellence means when a man or woman asks of himself more than others do. Jose Ortega ´y Gasset Take the mirror test. A mirror test is when a person looks in the mirror, evaluating how well he or she is practicing what matters in all spheres of life – spiritual, physical, mental, emotional, and social. What are you asking of yourself? Do you have a clear vision, a meaningful mission, defined values, and measurable goals? I aim to meet the challenge of excellence, to improve continuously, and to practice what matters. How could a personal vision, a personal mission, and personal values combined with personal goals lead to excellence in you, using your definition of excellence? I believe an organization will not meet the challenge of excellence unless the individuals in the organization meet the challenge personally. Look at the list below and assess how well you practice the items:
1. Commit to everyday excellence daily and throughout the day.
2. Do your best every day and seek to get better the next day.
3. Be passionate about work and life, appreciating what life offers.
4. Know your business and know what it takes to excel.
5. Serve others before self, while also caring for self.
6. Be enthusiastic about life and work (Act enthusiastic and you will be enthusiastic!).
7. Be mindful and act intelligently.
8. Do the right things for the right reasons at the right times.
9. Be reliable, be responsible, and accept authority and accountability.
10. Work safely and assess risks whether you are working alone or with others.
11. Take care of the little things while remembering the big things.
12. Practice daily integrity for long-term excellence.
13. Assess regularly your performance, intentions, and attitudes.
Although the list is numbered, no particular order is intended. A worthwhile exercise could be to make your own list, which would be more meaningful for you. Your list indicates what matters to you, and how you are choosing to work and live. Could a fourth reason to be excellent be that one chooses to be excellent? If one does not choose excellence, what choices remain? Max Lucado says that the “quest for excellence is a mark of maturity.” Although a friend told me jokingly he was striving to be mediocre, the idea of a quest for excellence is exciting for both of us. Individuals and organizations that do the things recommended in this book have chosen to meet the challenge of excellence. The marks of maturity and achievement are evident in their performance, both in individuals and in organizations. What is your choice, related to personal excellence? What is your organization choosing?
Posted April 17th, 2007 in Excellence BookMeeting the Challenge of Excellence – Chapter 1, Operational ExcellenceOperational Excellence A number of companies use the term “operational excellence.” That term generates 410,000 hits on the Internet. Industries and services using that term include pipeline, oil, nuclear, chemical, military, furniture, software, pharmaceuticals, food, travel, education, and government agencies. Some of the pipeline or related companies that use the term “operational excellence” and how they use the term are listed below: (more…) Posted April 17th, 2007 in Excellence BookMeeting the Challenge of Excellence – Chapter 1, Business ExcellenceExcellence in Business Businesses also define excellence in a number of ways. Those millions of websites indicate excellence may be related to quality, safety, productivity, customer satisfaction, continuous improvement, or profitability. Google “business excellence,” if you want to see other terms used in various industries. Clearly most businesses aspire to excellence. Aspirations are one thing, definitions are another. Organizations define excellence in very specific terms, in ways that are meaningful to their business. A specific definition is likely derived from those who have an interest or a “stake” in the business. All the stakeholders may not have identical interests, but all have specific expectations. Who are the stakeholders in your business? Stakeholders in most businesses include the public, if the business provides goods or services that the public needs and wants. The public also is interested in safety, due to the hazardous nature of some industries. Stakeholders also include owners, specific customers, regulators, employees, government officials, vendors, contractors, and property owners near the business. Stakeholders expect excellence in the parts of the business that matter to them. The stakeholders define excellence according to their particular interest. It is important that those who lead and work in the business have a clear understanding of what all the stakeholders expect. What are the expectations of your stakeholders in the area of excellence? How well do you understand the expectations? How do the various stakeholders in your company define excellence? A second reason to be excellent is that your stakeholders expect excellence. Posted April 17th, 2007 in Excellence Book |
