I find it interesting to listen to speeches of leaders today. Great orators inspire us to great things. President Obama is certainly an example of this. General Electric chairman and CEO Jeff Immelt spoke at the United States Military Academy at West Point recently. The main aim of his speech was to stress the need for leadership today and to focus on ones who have the stamina and courage to change themselves and others in order to catapult us out of the economic times we find ourselves in.
Here are some excerpts:
1) He explained that GE has been working hard to understand what attributes of leadership can make an impact given the challenges of the 21st century. First, “we have to be better listeners,” he said. “21st century leaders listen. They use external inputs as a catalyst. They put their ego in check. They ask more questions than they answer. They welcome dissent and debate, and are constantly seeking more intelligence.”
Note from the coach: Essentially his focus is on people. Without the employee workforce you don't have a company, you have no leadership and essentially you have nothing except for a product. And guess what? Products are also created by people. Without a clear focus on people, very little else will matter in the end.
2)"Leaders must become systems thinkers who are comfortable with ambiguity,” he said. “Success requires problem solving, and connecting the dots. This requires intellectual breadth and tactical depth. We must understand technology, globalization, politics, economics, human resources. We must understand how government, community, the environment, business, academics all connect. And we must apply this to solving problems.”
Note from the coach: A core element of change is being comfortable with the unknown. Most of us hate this passionately. As humans, we consistently look for answers and a serious knowing of something. The only real knowing we have in business (as in life) is simply knowing that the answer will indeed emerge. And yes, work is involved:)
3)"Leaders must build competency and move with speed." GE is a big organization, like the Army. The problem with size is that it can be too slow. At GE, we must push decision-making down in the organization and we must delegate more.”
Note from the coach: There is no leadership without delegation. Even if you work for yourself, delegation is a core element for making your organization more productive. Plus I have found it to be one of the most important development tools around if done well.
4)"Leaders must motivate with vision” — providing the emotional connection that inspires action and commitment...The residue of the past was a more individualistic ‘win-lose’ game. The 21st century is about building bigger and diverse teams; teams that have a culture of respect. ... This new spirit of American leadership — much of which is derived from this great institution — will be the foundation of renewal and change.”
Note from the coach: Mr. Immelt is pontificating a bit here and let me boil it down...people whether individually or collectively is what will move and re-shape organizations in any century. This has not changed throughout the decades. Technology can make us savvier on how to do so. Let's focus on the simple things, building relationships, enhancing our dialogue and having real and true transparency. Without it, you can have all the fancy technology and gadgets and we'll be staring at spare parts, rather than the vibrancy of an organization.
Wednesday, December 16, 2009
Tuesday, December 1, 2009
Policing Office Politics
Employees of all ranks within organizations hold a vast range of beliefs. Everyone arrives at a new job with a litany of preconceived notions, based on: past work and life experiences; the organization’s reputation and image; and the word “on the street”. Once these beliefs are set, they are validated each day by the tough boss, immovable management, old policies and procedures and office politics. So what can a leader to do? Bust out of old beliefs!
That’s right, you can eradicate those myths right now and eliminate the mental blocks inside your mind and the organization as a whole. Why bother? Limiting beliefs make us immovable, reducing productivity, profitability, motivation and enjoyment on the job. For the next few blogs, I’ll give you a myth and bust on through it.
Here’s the myth buster for today…
Myth: Nothing changes around here
Aha! It’s common to think nothing moves inside corporations and organizations, everything remaining “the same old same old.” Henry Ford once said, “If you think you can do a thing or think you can’t do a thing, you’re right.” But how does one create and incite change? Start by being proactive and knowing with every fiber in your body that things can shift. When I worked at Disney in publicity, the marketing department was designing incredible projects for programming, affiliate sales and other departments, but no one knew about the plans. Everyone felt out of the loop and expressed frustration with those seemingly pesky marketing folks. So the publicity department lobbied marketing, requesting a monthly meeting to showcase their incredible work. In order to establish the value of this new activity, we had to spend time convincing those around us. We developed the following messages for two key audiences:
1. Outside of marketing – if new and innovative tools were being developed for one department they could surely be used for another. Wouldn’t it be great if there was a holistic way to view all of marketing’s offerings;
2. Inside marketing - since marketing was typically not acknowledged (just like publicity) for its work, this meeting could become a key tool to generate interest and exposure for the department.
Voila! One month later, the first marketing meeting was held and it became a regular activity within the organization, leaving no one outside the loop. You might think this was excessive, and it worked and led to collaboration and increased communication. How are you being a proactive change agent? How do you need to position key points differently? How can you gain support privately first and then publicly? Re-examine your efforts with a proactive and positive approach, eventually, you will engender the masses.
That’s right, you can eradicate those myths right now and eliminate the mental blocks inside your mind and the organization as a whole. Why bother? Limiting beliefs make us immovable, reducing productivity, profitability, motivation and enjoyment on the job. For the next few blogs, I’ll give you a myth and bust on through it.
Here’s the myth buster for today…
Myth: Nothing changes around here
Aha! It’s common to think nothing moves inside corporations and organizations, everything remaining “the same old same old.” Henry Ford once said, “If you think you can do a thing or think you can’t do a thing, you’re right.” But how does one create and incite change? Start by being proactive and knowing with every fiber in your body that things can shift. When I worked at Disney in publicity, the marketing department was designing incredible projects for programming, affiliate sales and other departments, but no one knew about the plans. Everyone felt out of the loop and expressed frustration with those seemingly pesky marketing folks. So the publicity department lobbied marketing, requesting a monthly meeting to showcase their incredible work. In order to establish the value of this new activity, we had to spend time convincing those around us. We developed the following messages for two key audiences:
1. Outside of marketing – if new and innovative tools were being developed for one department they could surely be used for another. Wouldn’t it be great if there was a holistic way to view all of marketing’s offerings;
2. Inside marketing - since marketing was typically not acknowledged (just like publicity) for its work, this meeting could become a key tool to generate interest and exposure for the department.
Voila! One month later, the first marketing meeting was held and it became a regular activity within the organization, leaving no one outside the loop. You might think this was excessive, and it worked and led to collaboration and increased communication. How are you being a proactive change agent? How do you need to position key points differently? How can you gain support privately first and then publicly? Re-examine your efforts with a proactive and positive approach, eventually, you will engender the masses.
Wednesday, October 28, 2009
Throwing Good Money After Bad
There's a great article in Forbes that features new data on leadership succession. The article unveils research conducted by the Kellogg School of Management that states that when leaders leave their jobs organizations rush to replace them with people inside the company who are familiar with the original issue and former leader. Makes sense especially when you are in bad economic times and your desperately trying to hold onto the ship that’s caught in a horrible torrential monsoon.
As the research demonstrates, it leads to a huge problem which they call “escalation of commitment.” Essentially when you put someone in a job they shouldn’t be in. It’s when an organization decides to stick with a course of action they invested in and they continue to put more time, energy and money this way – even when it’s failing. You can put a fancy label on this, I call it a bad and potentially destructive business decision. Ram Charan, a leadership expert I deeply admire would say that this shows how an organization doesn’t invest in putting “know how’s” in the right job.
Why does this happen? Because surely the person replacing the leader has a tie to the person (e.g. share the same ideals, friends, close respected associates, etc). This not so seemingly clouded judgment at the time is the exact reason why someone on the inside may really be the wrong person to fill a “failed leader’s shoes.”
I’ve seen this paradox with clients I coach. Someone from the inside may be appointed who is not qualified for the job, may be the person’s best friend or is way too close to an initiative that’s going awry. Because of this personal connection, the new person is loathe to change course and even if they do, it’s often too late. Ford Motor Company appointed Alan Mulally from Boeing and Ed Whitacre from AT&T was appointed to chair General Motor’s new board. Perhaps organizations need to take a page out of this research and listen up.
“Organizations hoping to escape past failures need to balance their preference for the familiarity and knowledge that an insider affords against the entrapment an insider may suffer. Although outsiders undoubtedly take longer to understand a problem, our research suggests that once they do, their psychological independence can limit their tendency to throw good money after bad.”
Amen!
As the research demonstrates, it leads to a huge problem which they call “escalation of commitment.” Essentially when you put someone in a job they shouldn’t be in. It’s when an organization decides to stick with a course of action they invested in and they continue to put more time, energy and money this way – even when it’s failing. You can put a fancy label on this, I call it a bad and potentially destructive business decision. Ram Charan, a leadership expert I deeply admire would say that this shows how an organization doesn’t invest in putting “know how’s” in the right job.
Why does this happen? Because surely the person replacing the leader has a tie to the person (e.g. share the same ideals, friends, close respected associates, etc). This not so seemingly clouded judgment at the time is the exact reason why someone on the inside may really be the wrong person to fill a “failed leader’s shoes.”
I’ve seen this paradox with clients I coach. Someone from the inside may be appointed who is not qualified for the job, may be the person’s best friend or is way too close to an initiative that’s going awry. Because of this personal connection, the new person is loathe to change course and even if they do, it’s often too late. Ford Motor Company appointed Alan Mulally from Boeing and Ed Whitacre from AT&T was appointed to chair General Motor’s new board. Perhaps organizations need to take a page out of this research and listen up.
“Organizations hoping to escape past failures need to balance their preference for the familiarity and knowledge that an insider affords against the entrapment an insider may suffer. Although outsiders undoubtedly take longer to understand a problem, our research suggests that once they do, their psychological independence can limit their tendency to throw good money after bad.”
Amen!
Wednesday, October 21, 2009
Biggest Leadership Missteps In Times of Change
Biggest Leadership Missteps In Times of Change
According to the Wall Street Journal, Cisco Systems Inc. recently posted a 46% drop in quarterly profit. While that news would make most managers faint, Chief Executive John Chambers took action and promised to get Cisco back to double-digit growth. His strategy involved moving the company into more businesses. The report states, “To manage all of these initiatives, he has decided to replace Cisco’s top-down decision making with committees of executives from across the company. Some teams provide strategic advice and evaluate the progress of these projects. In total, Cisco now has 59 internal standing committees.”
As Cisco expands the number of new businesses, it will increase the number of people who participate in the committees from 750 senior employees to about 3,000.
This innovative and radical shift in Cisco’s leadership model may prove to be the most brilliant plan ever devised or the most insane. Either way Chambers created the platform necessary for responsibility and change.
In 2008, the Conference Board CEO Challenge Survey asked hundreds of senior executives from around the world to identify their most significant management concerns. The top three challenges identified were: “excellence in execution, consistent execution of strategy by top management and speed flexibility and adaptability to change.”
No matter what you say about Cisco’s system, you can’t deny the fact that many companies are exploring alternative strategies that will enable them to operate more efficiently. Strong leaders know you must change your game in order to get ahead. When times are as tough as they are today, getting things done becomes a top priority. Here are some clear missteps to avoid…
• Waiting to change – If you are considering new paradigms to getting things done, you should implement those disruptive changes now. Organizations thrive through a ruthless process of pursuing and demanding change. The more uncomfortable the process the better. No great strides have ever been made by remaining idle. Create an environment where people of all ranks are given permission to engage in hearty and transparent dialogue; examine organizational and individual beliefs; inflame innovation; conceive a new future; negotiate and revise cultural norms; rekindle motivation; and ignite responsibility for team action. What you get: an organization focused on culture and people.
• Preventing employee involvement – When times are tough, it’s essential to pioneer unconditional responsibility. Claim your role in every action with humility and ensure others do the same. Align your words with your actions and make it clear what accountability measures you will take if your words and actions run out of alignment. The strength and character of your leadership and your definition of teamwork is tested by the degree of responsibility you take. You are solely responsible at the end of the day for everything you do. Innovation comes out of responsibility. What you get: leaders.
• No talking or talking without significance - Talk is cheap, meaningful words are priceless. Create venues for unconditional honesty; demand dialogue; use language that demonstrates transparency; ask provocative questions that probe and evoke curiosity; and share information with velocity. Settle for nothing less. What you get: merciless merging of strategic plan with market/economy, also competitive analysis, proficient people and dramatic results.
• Flaky actions, plans and priorities - Connect all meaningful actions with strategic plans and larger organizational priorities. Make everything clear. Ensure that there’s a common approach and common language. The strength and clarity of the link will determine who, how and when it all gets done. Re-examine with vigor. What you get: harmonized people, priorities and results.
• Keeping people in their seats – It does no one any good to let poor performers languish. Create “score cards” for each employee. Provide hands on mentoring, coaching and training within a timeframe. If your employees don’t improve quickly, either move them out of the company or out of the department. What you get: performers in each role and a rigorous examination of progress.
In such dynamic times, it’s easy to go with the flow, but in reality, careful examination and investment is critical to your progress. Although Cisco’s system does not necessarily require that everyone takes responsibility, requesting that employees show up and allow their voices to be heard powerfully places ownership on the people and enables them to shape their future. With open communication and a fierce directive for change, Cisco’s system may prove to be a keen example of extreme innovation in management strategy. Time for us all to stay tuned...
According to the Wall Street Journal, Cisco Systems Inc. recently posted a 46% drop in quarterly profit. While that news would make most managers faint, Chief Executive John Chambers took action and promised to get Cisco back to double-digit growth. His strategy involved moving the company into more businesses. The report states, “To manage all of these initiatives, he has decided to replace Cisco’s top-down decision making with committees of executives from across the company. Some teams provide strategic advice and evaluate the progress of these projects. In total, Cisco now has 59 internal standing committees.”
As Cisco expands the number of new businesses, it will increase the number of people who participate in the committees from 750 senior employees to about 3,000.
This innovative and radical shift in Cisco’s leadership model may prove to be the most brilliant plan ever devised or the most insane. Either way Chambers created the platform necessary for responsibility and change.
In 2008, the Conference Board CEO Challenge Survey asked hundreds of senior executives from around the world to identify their most significant management concerns. The top three challenges identified were: “excellence in execution, consistent execution of strategy by top management and speed flexibility and adaptability to change.”
No matter what you say about Cisco’s system, you can’t deny the fact that many companies are exploring alternative strategies that will enable them to operate more efficiently. Strong leaders know you must change your game in order to get ahead. When times are as tough as they are today, getting things done becomes a top priority. Here are some clear missteps to avoid…
• Waiting to change – If you are considering new paradigms to getting things done, you should implement those disruptive changes now. Organizations thrive through a ruthless process of pursuing and demanding change. The more uncomfortable the process the better. No great strides have ever been made by remaining idle. Create an environment where people of all ranks are given permission to engage in hearty and transparent dialogue; examine organizational and individual beliefs; inflame innovation; conceive a new future; negotiate and revise cultural norms; rekindle motivation; and ignite responsibility for team action. What you get: an organization focused on culture and people.
• Preventing employee involvement – When times are tough, it’s essential to pioneer unconditional responsibility. Claim your role in every action with humility and ensure others do the same. Align your words with your actions and make it clear what accountability measures you will take if your words and actions run out of alignment. The strength and character of your leadership and your definition of teamwork is tested by the degree of responsibility you take. You are solely responsible at the end of the day for everything you do. Innovation comes out of responsibility. What you get: leaders.
• No talking or talking without significance - Talk is cheap, meaningful words are priceless. Create venues for unconditional honesty; demand dialogue; use language that demonstrates transparency; ask provocative questions that probe and evoke curiosity; and share information with velocity. Settle for nothing less. What you get: merciless merging of strategic plan with market/economy, also competitive analysis, proficient people and dramatic results.
• Flaky actions, plans and priorities - Connect all meaningful actions with strategic plans and larger organizational priorities. Make everything clear. Ensure that there’s a common approach and common language. The strength and clarity of the link will determine who, how and when it all gets done. Re-examine with vigor. What you get: harmonized people, priorities and results.
• Keeping people in their seats – It does no one any good to let poor performers languish. Create “score cards” for each employee. Provide hands on mentoring, coaching and training within a timeframe. If your employees don’t improve quickly, either move them out of the company or out of the department. What you get: performers in each role and a rigorous examination of progress.
In such dynamic times, it’s easy to go with the flow, but in reality, careful examination and investment is critical to your progress. Although Cisco’s system does not necessarily require that everyone takes responsibility, requesting that employees show up and allow their voices to be heard powerfully places ownership on the people and enables them to shape their future. With open communication and a fierce directive for change, Cisco’s system may prove to be a keen example of extreme innovation in management strategy. Time for us all to stay tuned...
Thursday, October 1, 2009
Steps to Being An Influential Leader
As a leader, influencing is critical and developing those skills so you can more effectively get things done is key. So how do you do it?
Here’s a simple formula, however the execution of it will take time, diligence, dedication and support. I call it the Influential Communicator Formula or the I.C. Formula…
1. Know thyself
2. Know your value
3. Know your audience
Let’s go through each one…
Know thyself:
I haven’t been so great at knowing myself over the years – what are my strengths, areas of challenge, behaviors and values. It took some mining of my own skills and asking others to reveal to me what I couldn’t see.
Firstly was to identify what are my behaviors and values. You may work at an organization that already administers these assessments. Either way, people fall into one of four buckets when it comes to behaviors:
Respond to issues and confrontations (extroverted) ⇒ Assertive
Persuade others to opinions/ideas (extroverted) ⇒ Persuasive
Respond to the pace of your surroundings (introverted) ⇒ Stable
React to systems, policies and procedures (introverted) ⇒ Analytical
Additionally, we all have two core values that drive everything we do; two that show up every once in a while; and two that don’t really affect you. Here are the six:
• Knowledge: passion for analysis and systems and thirst for knowledge
• ROI: passion for ROI in all areas – time, money, relationships
• Balance: passion to have balance and harmony
• Service: passion to help others, leave a legacy, team player
• Power: passion to achieve leadership, power, control and position
• Codebook: passion for living through a personally defined system of living
As a way to know yourself:
1. List your core strengths
2. Areas of potential challenge
3. Hone in on your one core behavior and two core values.
As you begin to learn what you are really good at, start doing more of it. When you identify areas of challenge, delegate it because this will be someone else’s strength and why spend time doing what you aren’t good at? As you learn your core behaviors and values, see if you can also figure out those around you. Begin communicating from their behaviors and values and watch the impact of your communication grow.
Next blog we’ll focus on knowing your value and knowing your audience.
Until then!
Here’s a simple formula, however the execution of it will take time, diligence, dedication and support. I call it the Influential Communicator Formula or the I.C. Formula…
1. Know thyself
2. Know your value
3. Know your audience
Let’s go through each one…
Know thyself:
I haven’t been so great at knowing myself over the years – what are my strengths, areas of challenge, behaviors and values. It took some mining of my own skills and asking others to reveal to me what I couldn’t see.
Firstly was to identify what are my behaviors and values. You may work at an organization that already administers these assessments. Either way, people fall into one of four buckets when it comes to behaviors:
Respond to issues and confrontations (extroverted) ⇒ Assertive
Persuade others to opinions/ideas (extroverted) ⇒ Persuasive
Respond to the pace of your surroundings (introverted) ⇒ Stable
React to systems, policies and procedures (introverted) ⇒ Analytical
Additionally, we all have two core values that drive everything we do; two that show up every once in a while; and two that don’t really affect you. Here are the six:
• Knowledge: passion for analysis and systems and thirst for knowledge
• ROI: passion for ROI in all areas – time, money, relationships
• Balance: passion to have balance and harmony
• Service: passion to help others, leave a legacy, team player
• Power: passion to achieve leadership, power, control and position
• Codebook: passion for living through a personally defined system of living
As a way to know yourself:
1. List your core strengths
2. Areas of potential challenge
3. Hone in on your one core behavior and two core values.
As you begin to learn what you are really good at, start doing more of it. When you identify areas of challenge, delegate it because this will be someone else’s strength and why spend time doing what you aren’t good at? As you learn your core behaviors and values, see if you can also figure out those around you. Begin communicating from their behaviors and values and watch the impact of your communication grow.
Next blog we’ll focus on knowing your value and knowing your audience.
Until then!
Wednesday, September 9, 2009
Influential Communication Formula
How many of you believe you are good at communicating outside the company and going internal is tough?
How many of you if looking at your relationships outside, they are stronger than inside the company?
I have to admit…I was 100% like this. For my whole corporate career I was good at networking outside of the company and not inside. I was very insecure about building relationships internally. I never felt as if I had a high enough title to be taken seriously. I’d sit quietly in meetings and felt kind of shy. What a shame! How many of us sit mute in meetings with something meaningful to say and don’t because we don’t believe we can provide strong value?
So here’s the truth:
• We can all influence – it’s knowing who you are and how you show up in the world that is critical
• We all have value - know the value you bring to others and what you want to be known for – what is the signature you
• We all need to know the audience we’re speaking to - know who you are speaking to and speak through “their eyes.” What is valuable for them? When you want to speak only from your perspective, not so great; communicating from someone else’s shoes – stellar work!
To be an influential communicator is actually pretty simple, however the dedication and devotion to do it day in and day out when you are happy is much different then when you are completely stressed – it takes lots of fortitude and courage.
After almost 20 years of doing communications work, here’s my formula for influential communications:
Influential communications formula
1. Know yourself
2. Own your brand
3. Value your audience
4. Steep your relationships
5. Seek private buy in
6. Courageously speak with understanding
We'll delve into each step in the next blog post. More to come with the next blog entry…
How many of you if looking at your relationships outside, they are stronger than inside the company?
I have to admit…I was 100% like this. For my whole corporate career I was good at networking outside of the company and not inside. I was very insecure about building relationships internally. I never felt as if I had a high enough title to be taken seriously. I’d sit quietly in meetings and felt kind of shy. What a shame! How many of us sit mute in meetings with something meaningful to say and don’t because we don’t believe we can provide strong value?
So here’s the truth:
• We can all influence – it’s knowing who you are and how you show up in the world that is critical
• We all have value - know the value you bring to others and what you want to be known for – what is the signature you
• We all need to know the audience we’re speaking to - know who you are speaking to and speak through “their eyes.” What is valuable for them? When you want to speak only from your perspective, not so great; communicating from someone else’s shoes – stellar work!
To be an influential communicator is actually pretty simple, however the dedication and devotion to do it day in and day out when you are happy is much different then when you are completely stressed – it takes lots of fortitude and courage.
After almost 20 years of doing communications work, here’s my formula for influential communications:
Influential communications formula
1. Know yourself
2. Own your brand
3. Value your audience
4. Steep your relationships
5. Seek private buy in
6. Courageously speak with understanding
We'll delve into each step in the next blog post. More to come with the next blog entry…
Thursday, August 27, 2009
Generating Buy In
Quick tip for today...
The success of any change relies upon your champions of change. Who can you rally to the cause, how can they become your biggest supporters? What tools do you need? Here are some quick tips:
1. Envision the end result
2. Know your audience - who they are and what's important to them
3. Tell it as they can hear it - what's important to them
4. Have evidence to back your position
5. Learn, question and synergize - be open to hearing other opinions
Your allies are one of the most vital elements for any change to stick. Where are yours?
The success of any change relies upon your champions of change. Who can you rally to the cause, how can they become your biggest supporters? What tools do you need? Here are some quick tips:
1. Envision the end result
2. Know your audience - who they are and what's important to them
3. Tell it as they can hear it - what's important to them
4. Have evidence to back your position
5. Learn, question and synergize - be open to hearing other opinions
Your allies are one of the most vital elements for any change to stick. Where are yours?
Thursday, August 20, 2009
Get It Done
While at a charity dinner last week, I heard several executives discussing how one of the greatest opportunities they face today is managing getting things done. As work piles up, expectations grow despite the decline in available resources. It’s a tough situation with no clear solution. One executive illustrated the dilemma well, telling how when he went to his boss to get help, his boss simply replied, “Get it done.”
Hmmm…. Is this kind of response helpful? Not really. Although we accept the reality of budget cuts, we don’t adjust our expectations accordingly. Instead, demands continue to soar and expectations to meet and exceed organizational goals continue to exist. Bottom line, what do you do in such a situation?
The book “Execution: The Art of Getting Things Done” by Larry Bossidy and Ram Charan helps to provide some insight. Although not a new book, the text is still highly relevant and something that should be required reading for every leader who wants to get things done.
The authors explain how to “get it done” by describing execution as a “systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability. It includes making assumptions about the business environment, assessing the organization’s capabilities, linking strategy to operations and the people who are going to implement the strategy, synchronizing those people and their various disciplines, and linking rewards to outcomes.”
I define execution as “getting things done, systematically and with swift action with people.” The key words here are swift and with people. Getting things done is not simply about speed; it’s first and foremost about leveraging your people and including them in the process thoughtfully. After all, they are the ones who will need to execute your plan. Ultimately, execution is about a new way of thinking and acting, which can be accomplished by the following:
1. Connect what is most meaningful to organizational priorities – not everything is important. You must figure out what is and what isn’t. Avoid the tendency to make every new thing the emergency of the day and leave the really important things to the last minute. Plan it, prioritize it and then act on it.
2. Toss out the lingo – jargon gets in the way of getting things done. Every organization has its own unique style of language, and not everyone speaks this unique slang. For example, I had a client who didn’t understand what the words “big picture” meant because everyone around him used the phrase differently. You’ll save time by making sure you define everything clearly and universally from the start.
3. Right people in the right jobs rely on your right words and right actions – it’s not enough to have the right people doing the right jobs. It is your responsibility to align what you say with what you do. It’s challenging to believe someone who does not align their words with their actions.
4. Responsibility first, blame last – take responsibility for everything -- period. Doing so will make you a better leader and, more importantly, a better human being.
5. Advocate, pursue and mobilize change – change can be a dreaded term because people don’t like when the boat is rocked. Go ahead and shake it! The more dynamic the workspace, the more the organization can grow. Stagnancy only hinders the growth and output of people and the organization.
6. Impeccable coordination – as Fred Kofman notes in his book “Conscious Business”, coordinating well and with those inside and outside the company will define you as a leader. The better you coordinate, the stronger your rise to the top in your career will be and the more sound your organization’s output will be.
7. Act quickly with those who don’t perform – not everyone is competent enough to be in their current positions. Although it’s good to offer people opportunities and coaching, if someone is not performing, you must move them out and do so quickly. If you don’t move fast, you only hurt you, your employee and the organization. And if you are afraid to hurt your employee, remember a job someone can thrive in is better than one to just survive in.
8. Link strategy, people and operations – as Charan and Bossidy state eloquently in their book, you cannot have a thriving organization without these three things being critically tied together. Each one functions with the others. Focus on all three with equal measure.
A final thought -- you probably put a lot of time and energy into developing your strategy and operations, and that doesn’t mean that you are putting the same effort into developing your people. Your people are your greatest asset. Unless you leverage, nurture and care for them deeply, with responsibility and accountability, you may lose your strongest competitive leverage point.
Hmmm…. Is this kind of response helpful? Not really. Although we accept the reality of budget cuts, we don’t adjust our expectations accordingly. Instead, demands continue to soar and expectations to meet and exceed organizational goals continue to exist. Bottom line, what do you do in such a situation?
The book “Execution: The Art of Getting Things Done” by Larry Bossidy and Ram Charan helps to provide some insight. Although not a new book, the text is still highly relevant and something that should be required reading for every leader who wants to get things done.
The authors explain how to “get it done” by describing execution as a “systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability. It includes making assumptions about the business environment, assessing the organization’s capabilities, linking strategy to operations and the people who are going to implement the strategy, synchronizing those people and their various disciplines, and linking rewards to outcomes.”
I define execution as “getting things done, systematically and with swift action with people.” The key words here are swift and with people. Getting things done is not simply about speed; it’s first and foremost about leveraging your people and including them in the process thoughtfully. After all, they are the ones who will need to execute your plan. Ultimately, execution is about a new way of thinking and acting, which can be accomplished by the following:
1. Connect what is most meaningful to organizational priorities – not everything is important. You must figure out what is and what isn’t. Avoid the tendency to make every new thing the emergency of the day and leave the really important things to the last minute. Plan it, prioritize it and then act on it.
2. Toss out the lingo – jargon gets in the way of getting things done. Every organization has its own unique style of language, and not everyone speaks this unique slang. For example, I had a client who didn’t understand what the words “big picture” meant because everyone around him used the phrase differently. You’ll save time by making sure you define everything clearly and universally from the start.
3. Right people in the right jobs rely on your right words and right actions – it’s not enough to have the right people doing the right jobs. It is your responsibility to align what you say with what you do. It’s challenging to believe someone who does not align their words with their actions.
4. Responsibility first, blame last – take responsibility for everything -- period. Doing so will make you a better leader and, more importantly, a better human being.
5. Advocate, pursue and mobilize change – change can be a dreaded term because people don’t like when the boat is rocked. Go ahead and shake it! The more dynamic the workspace, the more the organization can grow. Stagnancy only hinders the growth and output of people and the organization.
6. Impeccable coordination – as Fred Kofman notes in his book “Conscious Business”, coordinating well and with those inside and outside the company will define you as a leader. The better you coordinate, the stronger your rise to the top in your career will be and the more sound your organization’s output will be.
7. Act quickly with those who don’t perform – not everyone is competent enough to be in their current positions. Although it’s good to offer people opportunities and coaching, if someone is not performing, you must move them out and do so quickly. If you don’t move fast, you only hurt you, your employee and the organization. And if you are afraid to hurt your employee, remember a job someone can thrive in is better than one to just survive in.
8. Link strategy, people and operations – as Charan and Bossidy state eloquently in their book, you cannot have a thriving organization without these three things being critically tied together. Each one functions with the others. Focus on all three with equal measure.
A final thought -- you probably put a lot of time and energy into developing your strategy and operations, and that doesn’t mean that you are putting the same effort into developing your people. Your people are your greatest asset. Unless you leverage, nurture and care for them deeply, with responsibility and accountability, you may lose your strongest competitive leverage point.
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