The First Leadership/Management Methodology™ is a management mechanism to orchestrate the components of an organization to create and serve customers.

The roots of the method date back to an incident in 1970, when it was made clear that cooperatively cross-selling of a bank’s services could not be made to happen because the parts of the organization would not cooperate. They did not trust one another and they avoided working together to the detriment of the customer. From the reality of this incident has grown The First Leadership/Management Methodology™. There have been numerous incidents since to confirm the early conclusion – the parts of most organizations are not designed or operated to work together properly. The First Leadership/Management Methodology™ is a solution to get the parts to work together properly.

A book explaining The First Leadership/Management Methodology™ is scheduled for publication in the first quarter of 2006. The Title for the book is ‘The First Leadership/Management Methodology’. Following is the current introduction to the book, which explains the implications of the title

The productivity of people in their work places has increased significantly during the past years. This has been a key factor in the growth and success of the world’s economy.

A popular opinion is that much of that increase is attributed to the growing use of and improvements in technology. Another contributor to increased productivity may be that salaried employees, in most companies, are paid for one set of hours and yet expected to work many more.

Doing more with less is a necessity in all enterprises today. This is the primary source of the ‘need’ to place inappropriate demands on people.

In addition to the extra hours there is significant turmoil, dysfunction, and chaos inside companies. This adds unnecessarily to the work and emotional stress of people. The workplace has turned many employees into adversaries of their managers and companies. The magnitude and impact of this problem and its associated destructive impact on relationships is yet to be measured.

Unless there is something done about it, we will continue to pay an increasing high price in the personal lives of the people companies should be serving. Increases in broken homes and the use of stress coping drugs are two of the outstanding areas with statistics supporting the cause for alarm.

Leaders and managers of companies have evolved to expect more and exert more pressure on their employees. They have not learned how to accomplish new levels of productivity without ‘rolling down’ pressure at unacceptable levels to the people they should be supporting and protecting.

Leaders and managers need to recognize that turmoil and chaos within their companies is not caused solely by external forces. They need to admit the way they ‘manage’ is also a primary contributor. They need to adjust to the highly competitive and rapidly changing work environment of today using a new management methodology.

The First Leadership/Management Methodology ™ is a solution to eliminate the stress, disarray and dysfunction in companies. The increasing rate of change and competition will not subside, nor would that be good. Companies need to implement deliberate initiatives to reduce or eliminate the ‘management caused’ turmoil and chaos within companies. Leaders and managers need to know how to turn their internal adversaries into advocates.

Implementing The First Leadership/Management Methodology™ entails making a change in organization structure and adopting the use of three management tools. The change in structure moves some components of the organization to have lateral responsibilities while the other vertical parts of the organization continue their vertical responsibilities. The new organization causes the parts to work together better. The laterals serve to provide the stable infrastructure upon which the verticals can execute their plans and tactics to exceed their goals. The structure and the tools significantly enhance the processes and abilities to communicate and the result is better results and better intra-company relationships – the parts work together better and more productively.

The three new management tools are:

• Customer Lifecycle Steps™ – These are detailed charts documenting the steps to acquire and nurture customers. This is very detailed and highlights all the steps and how the various components of the organization need to work together at each step for the benefit of the customer.

• DnAs™ – This is a replacement for a prioritized ‘To Do’ list. The weekly DnAs clearly identify the items to be delivered versus the activities required for the coming week. This is a remedy for people feeling like they don’t have enough time in the week. It focuses each person on getting the deliverables done rather than getting distracted by the activities.

• Operations Metrics™ – The measurable items for each component of the organization is defined from the Customer Lifecycle Steps. Each step has a specific measurable that may be shared by more than one component of the organization.

The expected results for companies who implement this are:

• Customer’s needs are clearly communicated and effectively addressed.
• Unnecessary stress on employees is eliminated.
• The need for organizational change is understood and the process of change lubricated.
• Growth is faster and more continuous.
• Operating success is sustainable rather than ‘up and down’.

The First Leadership/Management Methodology™ is most effective for companies -

• With 10 or more employees
• With revenues of $5 million to $1 billion
• Needing to grow rapidly
• Needing to make changes often
• Starting to experience turmoil with growth
• Just getting started

For more information please contact us at: Info@veracson.com