Tips
to a Powerhouse Year!
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Janine Schindler, MCC
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Hopefully this finds you having enjoyed a great holiday season and off to a solid start in this New Year! Like many of my clients you may be formulating your personal, team and organizational annual goals. Too many leaders and companies struggle to bridge the gap between goals and results. What exactly should a leader do?
From self or individual leadership to middle management
to the CEO, no more is there room for leaders who rely
merely on their vision to get from goals to results; to
survive, they must get more involved in the details of
execution. As a coach who has worked with many executives
and organizations I’d like to share with you Larry Bossidy’s and Ram Charan’s “Seven Essential Behaviors” from their book “Execution – The Discipline of Getting Things Done”.
- Know your people and your business. Leaders have to
live their businesses. In companies that don't execute,
the leaders are usually out of touch with day-to-day realities.
The bulk of information that reaches them is filtered
- presented by direct reports with their own perceptions
and agendas
- Insist on realism. Many organizations are full
of people who try to avoid or shake reality, because it
is uncomfortable, or too revealing of mistakes made. Yet,
realism is the heart of execution, and must be made a
priority in every organization.
- Set
clear goals and priorities. Leaders who execute focus
on a very few clear priorities, for a number of reasons:
- Focusing on fewer (three or four) priorities will
produce the best results from the resources at hand
- People in contemporary organizations need a small
number of clear priorities to execute well.
- Follow through. Clear, simple
goals mean little if nobody takes them seriously. The
failure to follow through is widespread in business and
a major cause of poor execution. Leaders must surface
conflicts that stand in the way of achieving results,
and create follow-through mechanisms, such as follow-up
meetings, to ensure everyone will do what they're supposed
to.
-
Reward the doers. If you want
people to produce specific results, you must reward them
accordingly. Many corporations and leaders do such a
poor job of linking rewards to performance that there's
no correlation at all. When companies don't execute,
chances are they don't measure, don't reward, and don't
promote people who know how to get things done.
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Expand people's capabilities.
One of the most important parts of a leader's job is
passing on his or her experience and wisdom to the next
generation of leaders, thereby expanding the capabilities
of the entire organization.
- Know yourself. Everyone
pays lip service to the idea that leading an organization
requires strength of character; in execution, however,
it is absolutely critical. Without such emotional fortitude,
you can't be honest with yourself, deal honestly with
business and organizational realities, or give people
forthright assessments. This emotional fortitude is comprised
of four core qualities: authenticity, self-awareness,
self-mastery, and humility.
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About JAS Coaching & Training |
JAS Coaching & Training (JASCAT)
is a global coaching firm dedicated to helping businesses
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sustainable business.
We help companies achieve:
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