El Camino de la Muerte, considered “the world’s most dangerous road”, Bolivia. ( See the picture below).
Establish Vision, Mission and Values
  • Determine the Company’s Vision and Mission to guide and set the pace for its current operations and future development.
  • Determine the values to be promoted throughout the company.
  • Determine and review company goals.
  • Determine company policies
After watching such a Lovely View who would like to Go Back to Square One ? Backtosquareone ” is a phrase that means “togobackto the beginning, after a dead-end or failure”. Go back to square one – Dictionary meaning says, Fig.toreturntothestartingpoint.(Alludes to the squares of a board game.)It’s back to square one. We have to start-over.It looks like it’s back to square one for you.One step forward, two steps back typically refers to a Frog in the Well. Someone who has no View beyond his own limited View Point. We have all heard this catch-phrase.
  • Is it something that we say that means every time we make progress, something bad happens. which causes worse situation than we were to begins with. Every solution we come up with seems to create more problems than it solves, so it’s one step forward, two steps backward.
There is no such thing as “Going Back to Square One” even if you feel like you’re having to Start Over, you are trying again with more knowledge, strength and power than you had before. Your journey was never over, it was just waiting for you to find it again.

External environment

Your activity in reading and networking for information about news and developments: This is a matter of giving greater priority to the external environment.
Discuss with a coach, mentor or colleague how you can take steps to ensure that you regularly scan current affairs and meet relevant people. The questions in this section each give an indication of appropriate actions to take.

Internal affairs

Your effectiveness in collecting and monitoring information about the state of the organisation: Now that you are a director you should take an interest in affairs outside your own department.
Use the suggestions in the questions in this section to prepare an action plan, or discuss it with a coach or mentor.

Stakeholders

Your attitude to shareholders, employees, customers, suppliers, the community and environment: As a director you have responsibilities for a wide range of stakeholders.
It might be useful to ask for a discussion at board level or to discuss it with your chairman, coach or mentor.

Decision making

Your skills at making a decision and forming your own judgement: As a director you are exposed to a wider range of decision-making.
This is an important activity and worth attending an appropriate course or raising with your coach.

Role flexibility

Your ability to behave appropriately in the different roles you have to assume: Directors face the challenge of multiple roles.
This should be addressed in a director development programme or with your executive coach.

Integrity

Your behaviour as a director and the balance between openness, honesty, integrity and commercial gain: Integrity is a personal matter, but at this level should be covered within the board’s published values.
If this is not so, you should raise it with the chairman and suggest it is included in a strategy meeting or corporate retreat.

Systems thinking

Your understanding of the relationship between parts of the system that includes your organisation.
If you have not covered this previously, it should be included in a director development programme or dealt with by your coach.

Board governance

Knowledge and understanding of your responsibilities on the board: This is a very important matter for both individual directors and the board.
These matters should be covered as part of your induction as a director – if not, read them up, attend a course or discuss with your coach.

Business sense

Your understanding of what is required for a business to be successful: You are likely to have picked up business sense as you progress through your career, but as a director you have a wider responsibility.
Discuss your current awareness with a mentor or coach.

Scenarios

The ability to think about the future and the impact of events: Scenario planning is different from strategic planning.
If you don’t already do it, suggest that you ask a facilitator to run a scenario planning exercise.

Team behaviour

Your behaviour as a team member within the board of directors
The Positive Mind and the Motivator within us repeats:
” There is no such thing as “Going Back to Square One” even if you feel like you’re having to Start Over, you are trying again with more knowledge, strength and power than you had before. Your journey was never over, it was just waiting for you to find it again.”

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