The laws of business growth require the business unit to be flexible, accountable, engaged, and properly leveraged. The relationship between the team and the objectives are both bidirectional and unidirectional. Each rule acts separately yet are interdependent upon one another.
Leaders understand that the day to day responsibilities require a substantial amount of focus and energy that drains most of the available hours in a day. This leaves extraordinarily little room for additional tasks and goals to be implemented. As the targets of the business strategy continue to evolve and adjust to the increased market demands, they stress the available resources.
“human beings are genetically hardwired to do one thing at a time with excellence.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals
The leadership team forecasts the strategies and the operations team is responsible for the allocation of the tactical resources. Change does not take hold when the strategic leadership team dictates a change although, there are some changes that can be driven through the tiered levels of leadership. Change that is lasting, tangible, and impactful occurs when the team responsible for implementation understands the mission and is properly positioned to win. The keys to a successful implementation are dependent upon the team’s ability to parcel the plan into micro-level objectives.
The goal must have absolute clarity and transparency measurable through easily recognizable leading and lagging performance indicators. Communicating the goal organizationally empowers the team to use their talents and assets to best serve the objective.
“People support a world they helped create”
– Dale Carnegie
The team will execute the objective when they believe they have a “winnable game”. If their idea or, recommendation is driving the course of actions toward improvements. Collaboration and recognition are the power-plants to increasing performance and driving execution.
5 rules to create and execute momentum:
- Emphatically cheerlead and champion the ideas brought to the table.
- Gain individual and group commitments and then review the scorecard weekly.
- Remove the roadblocks.
- Review the scorecards that score the progress. The team recognizes results and determines if the actions are working or, adjustments are required.
- Hold the team accountable to the commitments and the results.
The leader’s role is to prompt the discussions that serve the goal. Then to serve questions that lead to deeper thought-provoking ideas. Bouncing the statements back to the team in a form of a question enrolls the team in the solution and shapes future experiences. The transformational point is when the team is contributing and owning all or part of the initiatives.
“Just as there are principles that govern human behavior, there are principles that govern how teams get things done,”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goal