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Main Topics |
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Clear connections have been made between engagement and profitability, productivity and retention. Engagement is a hot concept. But what exactly is it? Engagement is not a “thing” you do or a program to implement. Engagement is not an action but an outcome, just as flawless execution is an outcome based on many actions.
Doing what it takes to ensure satisfied, aligned, committed, well-informed, well-equipped, fully utilized people is smart business. Engaged and aligned people are critical in getting the daily work done, but also in ensure achieving the right results: strategically smart execution. High engagement is the difference-maker between simply complying to marching orders and being committed to the company’s success. One might win a battle or two. The other wins the war. |
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Developing a communication strategy is essential to flawless execution. Not just communicating a bunch of stuff, but communicating with purpose and precision.
Survival is the Alpha human instinct, trumped only by parents’ drive to protect their offspring. People will not make the leap of faith from today’s platform across the Grand Canyon to the unknown future, no matter how “desired” it may be, even if leaders have managed to effectively set the torch to today’s platform. Rather than becoming organizational arsons, a leader should consider being a bridge builder. Materials: answers to questions….why change? Change to what? How are we supposed to do that? What am I supposed to do?
Defining current reality, including setting today’s platform on fire, making the case for change and the call to action involves clear, consistent and constant communication. As does painting a clear picture of the desired future state. You know you’ve achieved flawless execution of your communication strategy when people say I hear you, I understand you, and I believe you. |
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The concept of best practices is based on finding something good no matter the source, making the connection to your world and running with it. A best practices focus is the basic principle behind the Greater Good which proposes that business and industry issues and solutions are absolutely relevant to larger arenas: society, local government, community, education.
The Greater Good examines applying concepts, principles, tools and techniques from the worlds of business and industry to society, community, local government, education, individual excellence et al. This is a work-in-process: we all thrive on striving for the greater good!
Community leaders, both positional and influential: local government officials, non-profit entities, education professionals, leaders of the religious community. Per the premise of the Greater Good, the organizations you lead are businesses that need flawless execution, and need constituents who are aligned and fully engaged just as much as Ford Motor Company needs those things. |
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The purpose of a management system is to enhance organizational effectiveness and optimize performance. A company that sees the strategic value in managing the business with maximum efficiency and effectiveness will design and implement a high-performance management system, period. If ISO is in the equation, design is not based solely on whether ISO says “Thou Shalt” but based on whether it is the right thing to do for the customer and the business. Performance management is a project management / status reporting tool. As the strategic plan is the Mother of All Projects, an aligned, meaningful performance management system is critical to strategy deployment and flawless execution. Just as product flows through a production process, people should flow through a system. An integrated system of human resource management includes both administrative and developmental elements integrated into a strategically aligned system. “Integrated” simply means that all the sub-processes are not stand-alone. There is connectivity: flow, alignment and synergy all the way through the employment cycle. |
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Flawless Execution lives or dies by alignment. The top priority is to get the team on the same page top to bottom : as Deming proposed first know what to do, then do your best.
Attaining truly shared vision and strategy requires relevance and buy-in, and ownership by those accountable to deliver. Stuff really does roll downhill, but it also must traverse back up the hill. While leadership provides the target on the hilltop, the entire team plays a key role in defining HOW the targets are to be hit. The fundamental building blocks of Senge’s Fifth Discipline… learning organizations, team learning, shared vision… are based upon ongoing open dialogue, two-way flow of ideas.
“Shared” requires a connection with constituents at a personal level, and values have become increasingly important in strategic planning. The stronger the collective values, the higher the level of engagement and the greater the buy-in. And, the more flawless the execution. |
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Thoughts? Comments? Input? Craig@Flawless-Execution.com |
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Flawless Execution Through High Engagement, Alignment, Communication and Systems |