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Performance-Based Leadership in TSL Budgetary Practice - Coggle Diagram
Performance-Based Leadership in TSL Budgetary Practice
measurement : :!:
measurement relationship for profit (sales, channel partners, and franchises)
create effective results :<3:through budget management in marketing activities. For example, the money spent on orientation, education seminars, workshops, and the presentations of educational fairs. Calculate the ROI through the data of customers (students consultation numbers and enrollment numbers)
:question:How to manage risks and crisis in marketing activities
:question:how to calculate the long-term effect of marketing acticities if it has conflict with the ROI?
"In-person polling will probably give you the most accurate responses" (Delahaye, 2011, p166)
calculate the money spend on the channels such as advertisements in social media, apps, and the other media :<3:
calculate the :<3:money spend on the staffs trainning, HR (human resource) management, and business trips
measurement relationship for non-profit (members, volunteers, and
donors)
7 steps of measurement proceeds
1.record and celebrate benchmark: reward and punishment system. :<3:
:<3: pick metrics. According to KPI, select the best performer every week. For example, the top sales this week or the best customer servicer.
3.pick up measurement tool: CRM (customer relationship management)system to see the potentials and contracted customers. :<3: :
:
:question:what is the other metrics of non-profit measurements such as royalty of brand? How :question: to improve brand royalty through customer satisfaction? :question:how to make a Customer Gratitude Ceremony(Conference) to deepen customer relationships?
the importance of transparency and accountability :!:
:<3:brainstorming and staff meetings
execution and strategic leadership
2.quarterly actions and steps
3.how to track
(on strategy, 2020)
:question:how to build the dates for structure reviews dates?how to chose the communication schedule?
Figure 4.1 (Friedman, 2015, p.93)
effective service improvement practices within TSL :melioration
"Live as if you were to die tomorrow. Learn as if you were to live forever".— Gandhi (Ulrich and Smallwood, 2013, p164)
"Most managers think of themselves as reflective, systematic planners rather than as people who seek constant improvement" (Ulrich and Smallwood, 2013, p168)
:<3:four pioneering principles:
• Experimentation: try different marketing activities
experiments:try all kinds of marketing activities through budget controlling :<3:
• Self-reflection: asking questions according to all the measurement :<3:
• Improvisation: make plans and turn actions into steps :<3:
• Resilience: focus on results and goals but permit dynamic changes in the process of development. "change is not a
the linear process from point A to point B. (Ulrich and Smallwood, 2013, p168) :<3:
practice :!: and effective development processes :be thankful and drive improvement
"
to give constructional feedback is the best way of help team member to improve. :<3:TSL also told leaders to be aware and to listen
:<3:to thank the team member is more important than to reward. For example, a praise in the morning meeting is more effective in boosting employees enthusiasm at working than using salary increase as the reward for many people
:<3:leaders roles are as mentor, helper, supporter, and friend to appreciate and encouage team players
79 percent of employees cite lack of recgnition and praise as their top reason for leaving an orgnization" (Eurich,2013, p 158)
future-based and behavior-based feedback :<3:TSL tells leaders about healing and empathy
what is the healing skills if the team members are not Christian? :question: