THE Reprint from BizTalkRadio's November Newsletter
New World, New Rules? Although this is a prescription for a new company, the intent is to rise like a phoenix from the ashes – building the company on the same ground as the old. These are universal rules that work – period. There are 4 Operating Principles that provide the foundation for success and growth:
Why? After 4 decades of business consulting with the large and the small plus years of researching organizational excellence, I found these 4 Principles in every success story. Accountability What It Is The obligation of an individual, work group, department, division, or the entire organization to accept responsibility for performance. How Does It Work All behavior is at a minimum based on expectations of consequences. It affects choice, control, and responsibility for one’s actions. Most organizations do not tap into the vast potential employees bring to the job. Most studies on discretionary performance (how hard people choose to work) show that only a 30-40% effort is required, the rest is a choice. In short, people decide to work harder than they have to and that cannot be forced or bribed. Results You Can Expect It starts with balancing the chemical equation Responsibility must equal Authority. There is no greater formula for failure than holding people accountable for things outside of their control; it creates victims. The key here is Locus of Control. It is the person’s belief system – are they masters of their own lives or just flotsam at the mercy of the waves. The more we can hire, develop, and support the belief they are masters of their own destiny – the better they will perform in a more productive company. Getting It Done
Feedback on Results What It Is It is the second leg of our performance chair. Once you have created, or in the process of creating a culture of accountability, it is the system for delivering the information. Feedback is communicated to a person or a team regarding the effect their behavior is having on another person, the organization, the customer, or the team. It is positive and negative. How Does It Work Knowledge of performance is feedback related to HOW a specific skill is performed. It gives feedback on the quality of execution of the skill and may come from either intrinsic or extrinsic sources. Knowledge of results refers to the IMPACT of performance. It is external feedback and may come from sources such as peers, leaders, or the system. It is nothing more than a feedback loop that provides timely feedback on performance and results. Results You Can Expect
Getting It Done
Peer Leadership / Peer Support What It Is Peer leadership is leadership that functions “sideways”. It considers that all work groups have informal leaders who exercise as much control as those in formal positions. Peer support occurs when people provide knowledge, experience, emotional, social or practical help to each other and can take several forms, such as peer mentoring. How Does It Work Every work group develops a set of norms or rules. These are informal, but as strong as your company’s policy manual. It controls how hard they work, how they decide, how they fight, and who is in charge. Given how connected the immediate supervisor or manager is to the group (the degree of presence and contact), the informal leaders are usually more powerful than those you appoint. Results You Can Expect If your influence on the work group norms is successful, you can expect synergy. A miss used and understood outcome. It is not the wisdom of groups because many you encounter are not very smart. Synergy occurs when the performance of the group is greater than its parts, like the best sports teams. Talent wise they are outmatched but find a way to win. Getting It Done
Planning is The CEO's Job What It Is Organizations pay people to perform in the present; the frontline for doing the work, supervisors for managing processes, and managers for delivering results – what do you pay yourself to do? The role of the CEO (owner) is success in the future. How Does It Work Free up your calendar to allow the thinking space to look at the near (next 6 months) and far (12 months) future. In the near future, your role is to identify and solve strengths and weaknesses of the business. In the far future, it is to identify and solve issues related to opportunities and threats. Results You Can Expect It will start with a less hectic workday where you are working from a plan rather than crisis to crisis. You have people in the organization to handle the crises that are the normal part of any workday. This prevents the urgent from stealing time from the critical. It is also empowering for your managers, supervisors, and employees to be “forced” to handle it. It provides the greater accountability we discussed earlier – expect a 30% improvement in performance of the organization. Getting It Done
Next: Stop Fixin To and Take Action – You Don’t Have The Time William Eastman is a result focused Entrepreneur, Consultant, Advisor, and Thought Leader with over 40 years in the business. That includes training, consulting, and management experience working with leaders in manufacturing, pharmaceuticals, software, hospitality, higher education, and online services. His areas of expertise include leadership, team building, coaching & mentoring, organizational design & change, business development, HR solutions, strategic planning, global strategy, startups, and M&A. His weekly radio show, Real Help Wanted: Building an All-In Workforce, airs on BizTalkRadio on Monday 7pm ET and Saturday at 1pm ET.
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