HOW TO GET THE RIGHT PEOPLE EXECUTING ON THE RIGHT THINGS
It happens all the time: management pours resources into finding an A player who can improve performance, watches as this top gun implements a winning strategy, and then scratches its collective head when the performance needle doesn’t budge. What’s the problem? The problem is that strategy and execution are not one and the same. According to The Harvard Business Review, 78% of CEOs lose their...
...jobs because they can’t execute effectively—not because of poor planning or strategy. But there are steps CEOs and management can take to make sure they don’t become statistics.
Here are three key drivers from Global Leadership and Management Resources’ Execution Workshop on making stellar execution standard operating procedure:
1. What determines the effectiveness of team execution?
Is one team member a procrastinator? Is the team leader everyone’s best friend? Or the hard driving type who won’t negotiate? Companies need to know the behavior patterns of employees and the environments they operate best in. Using a behavior assessment tool like DiSC ensures that your teams are created for optimal performance and execution. DiSC assessment can shed light on what roles employees should play prior to team creation. Use it during the hiring process to make sure candidates can fill the role you need.
Behavior assessment tools can pinpoint problem spots (Why’s R&D’s performance regularly poorer than sales?) and rectify them by
providing thorough insight into employee leadership strengths and styles. By better understanding the behaviors of other team members, employees can adapt and adopt the interpersonal styles needed for optimal performance. Take a complimentary DiSC assessment.
2. Can you manage something you don't measure?
Provide concrete goals and make sure everyone knows what they are and the action steps they need to take in order to achieve them. Management should meet with team leaders and decide on mutually agreeable achievements, and team leaders should set individual goals within the team. Everyone, including C-level executives, should be held accountable and strive towards achieving goals. Set short term (monthly) as well as long term (quarterly and yearly) goals.
Make sure the goals are reachable. If the goals are set too high, employees will begin thinking of an exit strategy or ways to game the system. On the other hand, goal achievement will increase individual confidence and raise a teams overall level of play. Reviewing individual goals in a team environment creates peer pressure to succeed. In fact, peer pressure is ten times more likely to be effective compared with management pressure. No one wants to be the weak link.
3. Do you inspect what you expect?
Companies encourage what they tolerate—a lack of true accountability brings mediocrity. Follow up needs to be consistent, systematic and regular. And don’t worry about suddenly introducing accountability into a company that never had it. The people who cringe do so because accountability sheds light on their lack of performance.
Employees who achieve goals love accountability and they’ll be more loyal to your company for it. Finally, their hard work will reap rewards because higher ups will take official notice of their achievements. Don’t let them down—high achievement deserves to be rewarded. By the same token, consistent low achievement needs to be dealt with too. Accountability at the higher levels and lower levels needs to be aligned. If they’re not, it’s counterproductive to creating a culture of superior execution.
Global Leadership and Management Resources’ Execution Workshop provides a systematic approach to improving execution. The workshop creates processes, teaches skills, and provides tools that create stronger teams that consistently perform at a high level.
Call 877.236.8665 and find out how Global gets the right people executing on the right things.
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BY-THE-NUMBERS
According to TheLadders.com, the top five cities showing the sharpest increase in available $100k+ positions over the past quarter are:
1. Tampa (16%)
2. Miami (15%)
3. Baltimore (14%)
4. Washington, DC (13%)
5. Phoenix (11%)
HR JOBS
President, Crimson Staffing—Crimson Consulting Group
Human Resources Manager—Lumetra
Director, Staffing Center of Excellence —NBC Universal
HR Manager— Gulf Stream is looking for a HR Manager
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The Global Leadership team has been assisting leading CEO’s, Presidents and Executives in achieving goals and taking their great organizations to higher levels for more than twenty years. Hundreds of organizations have had the benefit of using Global’s tools, systems and processes to rewrite their expectations of profitability and control. Visit us online at www.glamr.com or call us at 818-782-6880.
Thanks for reading FirstThingsFirst! If you have any questions, concerns, or thoughts on how this publication can best fit your needs, please contact us at info@glamr.com.
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