TABLE OF CONTENTS
The first logical step before beginning a prioritization exercise is to list down all the specific tasks that you want to do. This gives you a big picture overview of your workload from day-to-day.
On your to-do list, write down all the daily tasks that you hope to complete. In addition, list down both short-term and long-term activities that you need to complete. These can include items to be done within the next week, month, quarter, year or beyond one year.
It is important to maintain an up to date to-do list and also to keep an electronic back-up of your to-do list. Your master to-do list serves as a running log of what you need to accomplish over time.
A good practice is to update a to-do list at the end of each day where you delete items that have been completed and add new tasks to work on. This also gives you a preview of what the following day’s schedule would look like.
What qualities you should look for in a QR code generator
Now that we identify the evident uses of QR codes today, we can now proceed in generating a QR code. Before I reveal the steps on how to generate a QR code, here are 3 things that you should consider in choosing the best QR code generator that you can find online:
a working QR code generator is tasked with whether it has the credibility to deliver quality QR codes. You can check its credibility by checking the QR code generator’s domain. If it has an SSL certificate or displays a safe and secure connection to the server.
One of the reasons why people are searching for the best QR code generator online is its clarity in executing and delivery of interface prompts. A vague QR code generator usually gets less attention from internet users.
3. Trusted by big names and brands
Gaining trust from big brands boosts business influence on users. If the QR code generator is credited and acknowledged by large brands, then the QR code generator is legit and working.
How are QR codes generated?
1. Smartphone scanning the recipient’s QR code.
Upon scanning the QR code, make sure that your smartphone supports the type of payment bill you are scanning. In this way, QR codes found in bills, transportation, and checkout counters can be easily scanned without any hassle.
2. Retailer scanning a QR code on your phone screen.
This process works when the amount of purchased items is identified at the checkout counters POS system. After the total amount is identified, the retailer will prompt you to open the app that associates with the transaction and create a QR code that they can scan and transfer funds with.
3. App-to-app payments.
By using app-to-app payments, funds stacked in a certain app will only be transferred using the same app. A great example of app-to-app transfer of funds and payment is Venmo, PayPal, and Google pay.
App-to-app payments work when both you and the recipient open the same payment app and transfer funds through inputting the amount of money you need to make payment with and generate a QR code that corresponds to the data of the amount contained.
Give Your Team the Freedom to Do the Work They Think Matters Most
Since at least the time of Frederick Taylor, the father of “scientific management,” control has been central to corporate organization: Control of costs, of prices, of investment and—not least—of people. Except it turns out that far from being vital, top-down control carries serious costs, many of which have been hiding in plain sight. A liberated company allows employees complete freedom and responsibility to take actions that they—not their managers—decide are best for their company’s vision. That doesn’t mean that these firms are unmanaged. Far from it. But managers in these companies do things differently. Managers share a vision, communicate respect, and ask their teams what standing in their way. Then, instead of solving problems for them, they ask their teams to devise solutions. The manager’s role becomes less about making decisions, and more about guarding the team’s freedom.
Since at least the time of Frederick Taylor, the father of “scientific management,” control has been central to corporate organization: Control of costs, of prices, of investment and—not least—of people.
Control, even a perception of it, can be comforting. Moreover, it feels like what a manager should be doing: Setting targets, monitoring adherence to procedures, directing, shaping the future of the business. Control feels essential—especially if you are the boss.
Except it turns out that far from being vital, top-down control carries serious costs, many of which have been hiding in plain sight. What is more, there is an alternative. And not a pie-in-the-sky fantasy conjured up on a whiteboard, but a real, working alternative. It has been practiced to varying degrees in companies around the world for decades. And in France in particular, it is taking on the character of a movement. Companies as large as Michelin and Carrefour are questioning their control structures and seeing real results from replacing them.
This alternative has never had a name because—fittingly, as you’ll see—it hasn’t really had a guru. Its principles have been passed from business leader to business leader like samizdat. But more recently it has started to come into the open. We call it corporate liberation.
The idea can be stated simply enough: A liberated company allows employees complete freedom and responsibility to take actions that they—not their managers—decide are best for their company’s vision. That doesn’t mean that these firms are unmanaged. On the contrary, the specific actions that we observed in close to one hundred liberated companies prove the opposite.
For example, every morning, a liberated company’s manager would ask whether there is anything preventing her team from doing their best. That may not sound unusual, but here’s the first twist: When her team shares a problem or an opportunity with her, she will not offer a solution. Instead, she asks them to find their own—after ensuring that there isn’t something she’s doing that would get in the way.
When a new project comes in, the manager does not devise a plan to complete it. Instead, she asks the team to do so. In making these choices, she accomplishes two vital things. She places herself in service of her team, rather than above them as a supervisor, and this in turn has a direct impact on the behavior of her team: It starts to liberate them to act on their own initiative, rather than passively awaiting direction from above.
At Decathlon, a sports equipment retailer with 80,000 employees, their form of corporate liberation is strongly supported by the CEO. Yet, since corporate liberation is a philosophy and not a model, he gives latitude to the directors of each of Decathlon’s business units to co-create their unique, freedom-based organizational environment. For example, the director of one of their largest warehouses asked 150 employees to determine the “playing field” for which they have responsibility. He then asked them to transform—in teams—the organizational practices they thought were preventing them from being responsible in that field. Managers transitioned to the role of coaches in service of their teams, giving away their formal authority. As a result, today all warehouse teams manage the order fulfillment by themselves, and many teams set their own work schedules.
The results have been impressive. When Decathlon launched their workplace transformation, it had already been a leading privately held multinational with $9.11 billion in revenue in 2013. By 2017 it had grown organically to $12.79 billion worldwide. In 2017 and 2018, Decathlon was ranked the #1 Great Place to Work in France.
Michelin, the global tire manufacturing giant—with 114,000 employees—has also embarked on a corporate liberation campaign. In one of its German plants, teams self-direct most activities and managers have transitioned into the role of coaches without formal authority. Operators set their work schedules and their vacations, design and monitor their own performance indicators, do their own maintenance, and are consulted on the choice of new machinery. Michelin is a huge company in a relatively mature industry, but it has still managed to nearly double its free cash flow since 2015, to €1.509 billion (800.75 billion) in 2017 compared to €833 million in 2015. In 2018, Michelin was ranked the #1 America’s Best Large Employer.
Steps for building a freedom-based team
Share the company’s vision. This isn’t specific to building a liberated workplace. Yet, given the discretion allowed in freedom-based companies, a shared vision is fundamental since it provides a common criterion for the teams to make their decisions. Qualified people don’t need to be told how to do their jobs, but especially when you set them free, they need to know why they’re doing what they’re doing—so they can do it better.
Create the respect tide—the climate in which most manager-leaders show through their actions that they respect and trust employees. It requires the manager-leaders to remove the obstacles preventing teams from doing their best.
Ask your team what’s in their way. If any organizational practice or structural element is mistrusting their intelligence, limiting their growth, or hampering their self-direction. If yes, ask them to redesign it. Be prepared to see the majority of control practices and structures—both in the hierarchical and in the support functions—gradually replaced. The respect tide will stimulate teams’ willingness to set their own work schedules or to make their own hires, and these demands affect organizational processes.
Become the guardian of the liberated team. When teams assume more responsibilities and make more decisions on their own, fewer remain for all levels of managers. Managers who accept this will be busy serving their teams while abstaining from using their formal authority.
Your employees will be willing to come to work every day to do their best, your manager-leaders will spend their days revealing employee potential, and you will enjoy dinner every night with your family knowing that your business is succeeding.