Improving strategy implementation

Improving strategy implementation

"70% of strategic failures are due to low levels of achievement and very rarely to a lack of SMART goals or vision."

The challenge

Do your leaders know how to make the goal and the implementation process leading to it clear to the entire organization?

Achieving strategic goals is the biggest business challenge today. Motivating the leaders and workgroups of a company is a never-ending battle for vital goals. It is also a key issue to maintain a commitment to the goals of everyone. Imagine an organization where leaders and workgroups work together and do their day-to-day work along with organizational priorities.

Why are goals failing?

FranklinCovey has studied this topic in thousands of departments in many hundreds of companies. Seven years of research have shown that the achievement of goals is fragmented between the enormous efforts made to ensure smooth day-to-day operations (what we call a whirlwind) and the goals that drive operations forward. Both efforts are indisputably necessary, but due to their differences, they are incompatible. They compete with each other to demand our time, energy, and attention. Think of goals or strategies you have already seen become nothing. How did this happen? Did they make a loud noise, or have they torn apart in a whirlwind ”?

So the real challenge is not just to achieve the goal, but to achieve the goal in the whirlwind! The jam is due to four main reasons:

• 1. Managers and subordinates do not know the purpose. According to our research, only 15% of employees know the most important goals of their organization: either there are no set goals, or there are too many goals, or the communication of corporate priorities only partially reaches those involved.

• 2. Neither leaders nor teams know what they can do to achieve goals. It is not clear to them which are the key activities that have the greatest impact on achieving the goals. People often confuse purposeful activity with zealous fluffing.

• 3. Lack of follow-up of results. According to our research, most employees have no idea what the real indicators of success are and neither measure nor follow specific activities that lead to the achievement of goals.

• 4. Lack of reporting. According to our research, less than 10% of people report to their manager at least monthly on the development of workplace goals. These failures are not easy to avoid. Not at all! Although most people have more choices and technical support than ever before, very few know how to prioritize competing priorities so that they can accomplish their most important goals flawlessly.

solution

The solution

How to develop a culture of achieving goals? Move the midfield!

Whatever the organization, one of the most significant barriers to excellence is chronic inconsistency — the difference in performance between employees in different business lines, divisions, shifts, and shifts. There are islands of excellence in every organization - the “top 20%” of excellence. The challenge is to move the middle 60% of the average workforce to the level of performance of the top 20%. The extent of this improvement is not only incidental but also a breakthrough!

Achieving high-quality strategic goals requires incredible discipline from any organization. However, repeating this regularly is even more than that.

Creating a culture of goal achievement involves incorporating four ground rules. A common approach needs to be adopted at all levels, including employees, managers, and teams.

1. Focus on the vital!

Excellent implementation begins with narrowing the focus. It is necessary to clearly define what the goal is, without which the achievement of all other goals will be meaningless.

2. Work on the winners!

80% of the results come from 20% of the activities. The best guarantees for achieving the goals are to complete the 80/20 activities. We need to identify these success stories and then record and track them consistently in everyone’s commitment.

3. Run an incentive scoreboard.

People and teams work differently when we measure outcomes. And a good scoreboard motivates you to win.

4. Set the pace for the review.

Outstanding performers thrive in a culture of frequent, positive, and self-directed accountability. Where each team holds a short meeting every week, where successes are celebrated, mistakes are analyzed and the direction of progress is corrected if necessary. All this means developing a very advanced performance management system.

Unlike traditional training, this program is a long-term development and certification process similar to Six Sigma that allows managers to achieve real, lasting results. The Leadership Preparation and Qualification Process involves three levels:

Bronze grade

Proven Commitment 4 Statutes for Implementation Process.

Silver grade

Ongoing Commitment 4 Statutes for Implementation The process is to demonstrate that activities and metrics have been identified and focused to ensure that key objectives are met.

Gold rating grade

Ongoing Commitment The 4 Statutes of Implementation are a process and a proven achievement of key organizational goals.

What is the Leadership Preparation and Qualification Process?

We can build a culture of goal achievement if the key leaders of our organization, from senior executives to face-to-face team leaders, obtain the leadership qualification associated with the 4 Statutes of Implementation. This is done as follows:

1. Leadership workshop

a. Shared involvement and commitment to a vital goal (LÉC) at all levels: from senior management to the lowest team level.

b. Identifying winners at the lowest team level.

c. Create a simple and stimulating scoreboard to track LÉCs, including key LÉC winners and scores.

d. Agreement on the weekly process of accountability and follow-up of previous commitments (LÉC meeting).

2. Preparing Leaders for Teamwork Leaders to prepare to

teach and implement the 4 Statutes of Implementation, which includes:

• Teaching the 4 Statutes of Implementation with a 45-minute summary presentation

• Identifying LÉC and winners with team members

• Finalizing the scoreboard with team members

• conducting the first LÉC meeting

• understanding the critical pitfalls inherent in each statute

3. Team-level introduction

Leaders will be introduced to their teams The 4 By-Laws of Implementation will begin to apply. Each leader returns to their team and, with a half-day discussion with them, finalizes their LÉC and scorecard, commits the team members, and holds the first weekly LÉC meeting. The deadline for completing these steps in the management qualification process is the date of the introductory review report meeting (4th).

4. Introduction Overview

Managers report to each other and FranklinCovey Advisor about the LÉCs, success stories, and scorecards finalized with their teams. This is a great opportunity to articulate any coaching or support needs that arise. Expectations and the order of accountability are discussed so that employees can start implementation as a team.

5. Quarterly Reports

Accountability and Celebration. In the quarterly report, leaders and team members inform each other about how they are progressing towards their goals. From the beginning of the process, these accounts make managers aware that they are not just involved in training, but a serious process. The key factors for sustainable success are the standard application of the procedure and some spectacular results that will emerge quickly. The results will be reported by each leader in the following format:

An a. What LASCs have been identified and why?

b. What results were achieved (presentation of successes and result numbers)

c. What are the main lessons of the last three months? What changes have taken place as a result of the process?