Tuesday, May 23, 2017

Strategic Planning: Defining the Business Environment Part 3


A mission statement is a sentence or short paragraph that describes an organization's reason for being that unites and inspires people around a common vision of their purpose and contribution to their society/community.
  • This statement is not financially driven, nor is it related to current products and services.
  • It addresses the contribution of the organization to the community or society of which it is a part.
  • A mission statement is simple and concise.
  • It provides direction and focus.
  • It is broader than current products, services, markets, customers.
  • It asserts greatness.
  • It is understandable to everyone.
  • It inspires and motivates.
  • It sets the context for strategic decision-making.  
What is your version of a mission statement for your organization?


Principles are deep, unchanging truths, laws, or tenets.
  • They are like the "Constitution" of an organization.
  • They communicate the rules by which people will act.
  • They provide wisdom so we can act instead of react.
  • They bring integrity to an organization.
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Tuesday, May 16, 2017

Strategic Planning: Defining the Business Environment Part 2


Think about the following questions regarding your organization within a larger social context.
  • Why does the organization exist?
  • What contribution do we make to our community (society)?
  • What are our most important nonfinancial objectives?
  • How would you describe our current core ideology?
  • What is the reputation of our organization within our industry?
  • What is our reputation among our employees?
  • What is our reputation within the community?

We often think the purpose of most companies is to make money.
  • In American society today, financial profitability is the most important measuring stick of success.
  • A short-term focus on profits drives most downsizing, reengineering, cost cutting, and mergers and acquisitions.
  • While these steps can make businesses more efficient in the short run, a narrow focus on profitability measures can kill the "spirit" of an organization, driving away its best people.
  • Money is like food, oxygen, and water; these are not the reasons for our existence and yet, without them, we cannot exist.
  • The best companies don't define their identity or legacy around making money but rather making a contribution to the good of the community or larger society of which they are a part.
  Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Friday, May 12, 2017

Strategic Planning: Defining the Business Environment Part 1

Awareness of the organization's environment is becoming increasingly more critical for businesses since the demands of the environment are growing and changing more rapidly all the time. Many organizations only discover the importance of their surrounding environment when their existence is being threatened. Because most markets have become world markets with worldwide competition and because market conditions are currently changing so rapidly, it is becoming increasingly important for organizations to understand and adjust quickly to the environment that surrounds them.

  • Key Customers
  • Key Stakeholders
  • Key Suppliers
  • External Influencing Factors
  • Current Market Conditions
  • Key Competitors  
  • Core ideology defines the company's reason for being.
  • It expresses the reason for being that is more than making money or even delivering a particular product to a particular customer.
  • It can be considered the "heart and soul" of the organization and result in a shared vision which gives meaning and purpose to the work people do.
  • A good core ideology transforms an organization from a  normal place of work to one which inspires people and brings out their best.
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, April 26, 2017

Work-Life Balance: Part 5

In Summary

Today's organizations expect employees to come to work ready to put their full effort and energy into the task at hand.  Maintaining solid personal relationships, taking an active approach to decision-making and working hard to make your choices of reality are all important keys to your success in the workplace.  You have the power to make your personal life one of which you can be proud.  Your well-ordered personal life will be reflected in your work and will ensure your future employability.

For more information and to help your organization move towards high performance, please contact us. 

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Monday, April 24, 2017

Work-Life Balance: Part 4

What needs to exist in your personal relationships?
  • A "calm center" in life allows effective functioning on the job.
  • The self confidence to admit your problems.
  • Strength to ask for help with those issues you cannot resolve by yourself.
  • Good, solid, loving relationships to help you when times are difficult.
  • The ability to separate the big stuff from the little stuff
You will be in charge of your personal life when you do these things:
  • Make decisions even if you're struggling with difficult choices.
  • Try to keep your performance level high at work despite stressful situations in your personal life.
  • Take responsibility for solving your own problems without complaining at work 
  • Don't use your problems as an excuse to do a poor job.
  • Maintain high self-esteem.
  • Separate the big stuff from the little stuff.
  • Get the help you need when you have a problem.
  • Strive to maintain excellent customer service while working to solve a problem.
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Monday, April 17, 2017

Work-Life Balance: Part 3

About Negative Experiences:

Many people use an unhealthy/dysfunctional childhood as an excuse for acting in an inappropriate or acceptable way today.
  • Regardless of the past, however, each of us can choose the kind of life we want to build for ourselves now.  We can decide to reprogram ourselves with new, positive directions rather than allow past experiences, negative feelings, prejudices, putdowns, and myths to affect our present-day behavior.
  • Past negative experiences cannot and should not be used to excuse present negative behavior.  People are tired of dealing with other people who constantly act like victims.
  • The measure of our character is not how we handle ourselves when life is easy but how we rise above the unfairness of life and make healthy, ethical choices that benefit others and ourselves at any given moment.
  • We can choose to refuse to let an unhealthy past govern our present life.
  • One of the most effective ways to enhance the image we have of ourselves as well as how others view us is to increase our self-esteem.
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Tuesday, April 11, 2017

Work-Life Balance: Part 2

A Healthy Environment

Your coworkers may be working with you for a long time.  They do not need to know – nor do they want to know – everything about your personal life.  Everyone in your organization needs to see you as an emotionally stable, reliable, and strong person.  They want to know that they can trust you with their products, services, and customers and that they can count on you to do your job well.

Your personal life reflects your current and past experiences.  Many of your adult feelings and behavior stem from early childhood experiences.  There are generally two types of environments: healthy/functional and unhealthy/dysfunctional, although families and workplaces can sometimes be a little of both.

We all have the ability to choose the environment in which we place ourselves.  We can choose to stay, leave, change it, or accept it.  It is up to you to make your environment healthy and functional.  It is up to you to make a conscious decision and effort to be with people who enable you to create a healthy environment, challenge you to improve, and help you develop both personally and professionally.

People who seem to be the happiest and most satisfied in life have made a conscious effort to be in a healthy/functional environment in both their personal and professional lives. They assume responsibility for making good choices about the people with whom they spend their time.

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP