Busy Day Today

Busy Day Today!

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Mondays are always busy, as we have a round of meetings first thing to set up our working week.

We cover everything that is important, so we all know exactly what we are doing, whose responsible for what and what needs to be done.

We set an agenda and follow it through, it includes:

  • Diary Check
  • Strategic Management Matters
  • Renewal work
  • Claims status
  • Financial Matters – Aged debtors
  • AOB

Everyone gets to participate and everyone’s input and opinions are considered, discussed and addressed.

By the end of the meeting I know I can leave all my colleagues to get on and do the necessary work for the week to be a success.

If they need me (wherever I am) they know my door is open or I’m only a phone call away.

This week I will personally be dealing with:

  1. An importer and reseller of kitchen and bathroom fittings
  2.  The fleet of a local bakery, with multiple shops
  3. Statutory Inspections for a plant and seed business in Paignton
  4. The combined solution for an international packaging company, specialising in retail bags
  5. And Private Medical Insurance for an accountancy practice

Have a great and busy week, the alternative is not attractive 😀😀

Implementation

Corporate Continuity – Part 5

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Do what you say you will do!

Once we have completed the first four stages of the continuity process:

  1. Policy & Programme Management
  2. Embedding continuity throughout the organisation
  3. Analysis of Business Impacts
  4. Designed solutions

We move on to the IMPLEMENTATION phase, which is where we actually bring continuity to life within the business, driving real change at all levels, so that continuity becomes “Business as Usual”.

To do this we have to:

  • Identify the responsible individuals
  • Develop a draft response structure for top management consideration
  • Document and publish the approved structure
  • Implement the structure within any current continuity plans
  • Rehearse the structure as part of the continuity plan

Response structures will depend on the size and complexity of the organisation and the number of locations. Response structures need to be developed at several levels within the organisations, these are:

  • Strategic – Top Management / Board Level
  • Tactical – Mid Level management at organisation or division level
  • Operational – Detailed operation plans, departments and locations

Responsibilities need to be agreed along with authorities, matching competencies, then implementing and rehearsing team capabilities. There also need s to be a maintenance schedule to update plans as required.

So, lets get this show on the road!

Have a great day

 

Teamwork

Its a team thing!

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This weekend my friends and I at Penarth and Dinas Runners completed a 209 mile odyssey, The Welsh Castles Relay race from Caernarvon to Cardiff over two days.

It attracts many fine performance running clubs from all over the UK and we have been consistently in the top half of the finishing clubs for the last 35 years.

It is amazing event which happens every year, involving 20 legs (10 each day) Each person runs only one leg, but the event requires at least another 10 people to drive vehicles, get people to the start lines and pick them up, and organise food and accommodation for the Friday and Saturday night.

What makes this possible is a fantastic team spirit, and a group of people with no egos on display, just great people striving to achieve a great result for each other and for our club.

If you’re team is made up of high performing individuals more concerned about how they do individually, but you don’t have a team spirit where the people who aren’t front and centre don’t receive recognition for their contribution, you will never achieve the most that you could and sooner or later they are likely to leave and go where that recognition is given.

In your team, everyone should be valued from the top to the bottom and everyone should feel they made a significant contribution to the final result.

Have a great week.