Look Backwards to Learn How to Move Forward -Learn From or Repeat Your History

Leaders must understand their organizations capabilities both good and bad. This assessment is crucial to the success of any change initiative. The best way to do this is to examine the past history of their organization’s ability to plan and execute.

“Leaders who use the let’s try it again approach expecting to achieve a different more positive result are true optimists but poor leaders.”

I like to say anything is possible and made more likely through proper planning and solid execution. Realism begins with a true understanding of the gap between the present state and the desired future state, specifically, what is the required time, talent and tools / processes to bridge the gap.

Change requires critical thinking and involves hard choices. Leaders must understand that resources are limited and the organizations ability to change will be limited by the choices of what needs to start, be continued or stopped. Truth is you can not keep doing the same things and expect change to successfully occur.

“Ambition will not become accomplishment unless you address the organizations shortfalls and mitigate them.”

While I firmly believe success belongs to those doing the work and short comings belong to the leader the successful leader must determine the way forward. It is the responsibility of the leadership to determine and address the performance gaps.

“Leadership involves hard choices and the responsibility to successfully sell them to the organization”

The organization that points fingers to avoid accountability will fail. Specifically when management blames the workers and the employees blame management accountability is ambiguous and non-existent. Leadership must have the hard conversations and forge mutual ownership of problem solving with the employees to understand and address the performance gap.

For employee engagement to occur two questions have to be asked and answered. First, what is in it for the employee to accept the change and secondly, what is the employee expected to do. It is with this clarity that leadership can sell the needed changes.

https://www.linkedin.com/pulse/why-strategic-plans-dont-succeed-execution-readiness-howell/

Dazed and Confused

It is not uncommon to find employees in a dazed and confused state. My observation is employees are, in some cases, under served by their manager. They lack both the clarity and support to perform their jobs successfully. Shocking is the fact many organizations turn a blind eye to under performing managers and assign blame for failure to the lowest level. So the above slides is my attempt to right the wrong.

Slide one is about awareness of the gap between the expected versus the actual performance to the job description. If we know what is required why would we accept something less? Getting the facts out in the open is the start. Implementing an improvement initiative works best when clear facts are used versus generalizations or opinions.

Slide two is a five point approach to ensuring the employee gets the definition, support, training, timely feedback and their purpose / role in the organization’s success defined.

Slide three is the three questions used to ensure the employee gets clear goals and the outcomes expected. If the employee can answer these questions both they and their manager are aligned. The employee has clarity as does the manager as to the level of understanding and capabilities of their employee. The manager has insight as to where the employee is and can contribute /support the employee’s success. This is a real-time saver with a huge payback. Not only does the initial kickoff have clarity the foundation is laid for ongoing discussions.

Slide four is the measurement model. It’s a sliding scale as to where the employee is in their ability to perform their job as defined in the job description. The theory is for the organization to attain optimal results responsibilities not achieved by the employee must be performed by the manager. Realistically much of the result goes unrealized as the manager can’t completely do the employee’s job, although they try. This tools measures both the employee and the managers ability to performance , as well as, facilitating a reconciliation back to the job definition.

The goal here is to continually grow the employee’s ability and confidence to perform their job or complete the project and provide insight as to the effectiveness / abilities of the manager. When I find a struggling employee I then look at the manager and if they are ineffective then their manager and so on. In short, the buck stops at level where the issue is owned and acted on.

Finally what is the so what why should you care. The benefits list is long and meaningful. Everything from higher employee engagement, lower costs, higher profits, happier customers to reduced turn over and so much more. What we are talking about is high quality bi-directional conversation around how the resources of business work together to achieve the best possible outcome. As Stephen Covey states, “Most people do not listen with the intent to understand; they listen with the intent to reply.” Clearly so much is sacrificed through ineffective communications, We have so much to gain by ensuring clarity and understanding!