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What I expect from @danielpriestley #ecademy

   

http://www.ecademy.com/node.php?id=175847

Daniel Priestley is new Managing Director of Ecademy. He took over the position to take part in the re-structuralisation of the company.

He came up with 121point plant:

1. VISION:

where are we going? How will the vision of the founders be altered or extended? The Vision needs to be defined and communicated clearly to members and to the outside world, within a set time frame.

2. CULTURE:

That’s defined as “the way we do things in Ecademy.” How should we change that? It will be essential to put the right people in key jobs, define the Ecademy value system, then get out of the way. Allow members to contribute their expertise as appropriate.

3. METRICS:

Determine what members want to get out of their membership, and consult them on how they want to measure their RoI.

4. VISIBILITY:

Be seen, attend meetings, including ROSEE and OSBSD.

5. WHAT WORKS:

Get to know what is already working well, find out why and give it more juice.

6. COMMUNICATION:

This is the key skill for any leader. Have an open channel to and from members, reply to emails, give talks, write on forums.

7. INITIATIVES:

Support the activities of members, such as Boardrooms, OSBSD and ROSEE.

8. COLLECTIVE STRENGTHS:

Harness the intellects, expertise and energies of members. They ARE Ecademy. Understand what they bring.

9. TEAMWORK:

Commit to working in harmony with members, especially those who have demonstrated a willingness to step up to the plate.

10. CONSISTENCY:

The leadership of Ecademy should speak with one voice.

11. PLANNING:

Declare a plan for progress so members can see how they can share in the realisation of the Vision.

12. MEMBERS:

Be interested in them for what they have to offer, not merely as prospective customers for your own projects.

Company needs a good leader do you think that this plant is worthy of a good leader?