The KMA strategy for dealing with SBs

I had to laugh when I read extracts from Adrian Maile’s book: Secret Habits of Successful Bastards. It’s a self help book for those wishing to be successful but who are too nice. Adrian has many tips on how to be an SB on his LinkedIn group including some of my favourites:

• Make mountains out of molehills
• Be confrontational
• Expect the unachievable
• Put people down
• Change the rules to suit you

No doubt many of you recognise these characteristics from people you have worked with or worked for in the past. To get to the top it seems you have to trample over everyone in your way, act in a nauseating manner and slide knives in many backs.

The choice appears to be either adopt these behaviours and succeed in your chosen career; or stay a nice guy or girl, and never hit the dizzy heights.

In reality, we have all worked for successful people who were to also nice people. I can think of at least six bosses I admired, respected and liked from my past. However, it is the SBs who stand out especially if they have had a detrimental effect on our careers or even our lives.

So what are the deep rooted issues with these SBs that cause these behaviours? In my humble opinion, many SBs share the following afflictions:

• Incompetence - usually struggling academically and professionally
• Boring and Friendless - all they can talk about is themselves and work
• Bullies - abusing the power of their position and ruling by fear
• Spineless bosses - incapable or unwilling to bring these SBs into line

A man once said to me: ‘Never underestimate anyone .....and never overestimate anyone either.’ The latter stuck with me and over the years I have realised that SBs like all bullies are selfish and cowardly - so hit them hard when you can...even little acts of rebellion can upset them.

A few strategies to keep them awake at night:

• Find their past screw-ups and inefficiencies - let them know you know
• Use FACTS not EMOTIONS - easier to gain support with facts
• Take out grievances for poor management style
• Argue the toss forever about the SB’s appraisal of yourself
• Socialise often with colleagues causing the SB to get paranoid
• Refer to the ‘autocratic culture’ often of your department
• Send up great reports and ideas to the boss of the SB’s boss
• Join staff associations, trade unions etc.
• Use company communications to promote work / life balance, anti stress, progressive policies etc.

Winning is distressing these SBs by exposing them as sad, limited, lonely individuals who despite the wonderful challenges and opportunities in life struggle to be ‘successful’ employing 100% of their energy on an activity which should consume less than 30% of your entire life. Work to live and widen the scope of ‘success’ to embrace family, friends, interests, travel and great personal challenges.

Don’t expect to change or beat the SBs at their sad game. Don’t worry about it either. Find a job with a nice boss or nice colleagues and leave them in the mire as much as (legally) possible before you depart their workplace.

This is the Kiss My A**e strategy.

How do you fare on the Bastardometer?

http://www.successful-bastards.com/bastardometer.aspx

The case for ERP Super Users

The case for ERP Super Users: If you are in a hole - stop digging!

I mention it because in these recessionary times companies are focused on delivering more efficient services in the ERP world. Their proposals usually require investment and often meet resistance. When the resistance is from senior managers it is all the more challenging...

I can think of no bigger weakness generally in the ERP world than the big hole between IT (Applications) and the Business - the home of lost ideas, issues, duties, roles, responsibilities, tasks, deliverables, improvements, productivity, solutions, resources, policies, communications etc. Once a system goes live, often the momentum for improvement disappears with it. The spark then lies with the Business for further improvements but they are constrained by a lack of knowledge about ERP systems. The answer to filling in the big hole is...ERP Super Users.

Identify, select, develop and empower key business users who have an aptitude and passion for your ERP system. ERP systems are enterprise systems and should be driven and owned by the Business and not by the technologists. ERP Super Users should strive to support and satisfy four objectives:

- Automation of business processes to improve productivity
- Information to enable better decision making
- Education of best practises and developments around ERP
- Transformation of how to do business using ERP as an enabler

An ERP Super User is a role within a job. It is not time consuming but the benefits can be huge. The ERP knowledge combined with the functional knowledge is a powerful combination. It is also a lot cheaper option than additional IT (Apps) resources or expensive external consultants.

So how can they fill in that hole? These are the key activities which can be undertaken by ERP Super Users that will drive greater value from your ERP system:

• Business Process - manager of the business processes for selected area. Working with IT (Apps) team to promote further automation and process streamlining

• Module owner / manager - controls access to own functional modules

• Change agent - a positive and active force for change programmes around ERP

• Educator - updating colleagues at all levels on the further capabilities, updates and potential of the ERP system

• Training - consulted on implementation training plans and ongoing training for current and new users

• Solutions - leading Business side and jointly delivering with IT (Apps) a cost benefit analysis for all significant spending on ERP

• Engagement model - regular meeting with appropriate levels on the IT (Apps) team to fix issues and planning around ERP

• Housekeeping - assuring housekeeping routines and data quality standards maintenance

• Custodianship model - supporting the clarity of roles and responsibilities of the Business side and IT (Apps) side in the ERP space

• Intranet Site - championing continuous improvement in the use of ERP and communicating updates to users

• Rapid reaction - coordinates the Business side on serious incidents and extraordinary requirements

• SMEs - Subject Matter Experts for the implementation team and for upgrades and major enhancements

• Support System - 1st line support and monitors active support tickets and expedites

• Super User group - member of the functional Super User Group

• Reporting - working closely with the IT (Apps) team to meet functional reporting needs in the most cost effective way and controlling access to reporting tools

ERP Super Users combine their applications skills with business expertise in a cost effective way to drive greater value from Enterprise Resource Planning systems. They are a shining example of empowerment in an organisation. Once the big hole is filled in, it’s time to start building on secure ground.
A natural evolution is the formation of functional Super User Groups.

www.DriveERP.com

http://twitter.com/John_McGrann