get results.docx

get results.docx

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getresults

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HoneywellExecutiveLeaderModel

HoneywellExecutiveLeader

GetsResults

Translatesbusinessstrategiesintoclearobjectivesandtactics

Researchindicatesthat70percentofcompaniesfailtoimplementtheirstrategy,only25percentofmanagershaveincentiveslinkedtostrategy,and60percentoforganizationsdonotlinktheirbudgetstostrategy.Strategyhastobetranslatedintoclear,practicalactionsoritwon'twork.Considerthefollowingsuggestions:

∙Ifyouunderstandyourorganization'sapproachtostrategy,itwillbeeasiertoidentifyobjectivesandactionplans,andtheywillflowdirectlyfromthestrategy.Forexample,ifyouuseMichaelPorter'svaluechain,theprocessforimplementingyourstrategywillinclude:

oChartthevaluechain.

oEvaluateeachpartofthevaluechainforstrengthsandweaknesses.

oBenchmarkcompetitors'valuechains.

oIdentifypotentialpointsofdifferentiationandexcellence.

∙Determinewhattheorganization'soverallvisionmeansforyourpartoftheorganizationandthendevelopspecificobjectivesandgoals.Forexample,iftheoverallstrategyistoredefineyourbusinessfromabookpublishingcompanytoacontentdistributioncompany,meetwithyourteamtodeterminetheimpactonyourgroup.

∙Determinetheinfrastructureyouneedtosupportthestrategy.Forexample,aglobalexpansionstrategyismorefocusedonincreasingthenumberofglobalmanagers,ratherthanretention.

∙Strategicinitiativesrequirenewrolesandactions.Oncethedirectionisestablished,createpermanentandtemporarystructuresandteamstoplanandexecutethestrategy.Thefollowingquestionswillhelpyouevaluateyouruseofteamsinthisprocess:

oDoeseachteamclearlyunderstanditscharter?

oDoeseachteamhaveanactivesponsorwhoknowswhatisrequired?

oAretheteamscomposedoftherightpeople?

oIseachteamresponsiblefordevelopinggoalsagainstwhichtheirprogresscanbemeasured?

oDotheteamsmakethenecessarydecisionsinatimelymanner?

oAretheteamsaddingvalue?

∙Developacommunicationplantoprovidekeystrategicinformationtointernalandexternalaudiences.Communicationiskeytostrategy,alignment,andachievingspecificgoals.Researchshowsthatonlyfivepercentoffrontlineemployeesknowandunderstandthebusinessstrategy.

∙Identifytheappropriatecustomermeasuresforyourstrategy.Forexample,iftheorganizationtargetstheGlobal50,themeasuresshouldfocusontheGlobal50,notallcustomers.

∙Establishtheinternalprocessesandsystemsmeasuresyouneedtoimplementyourstrategy.Forexample,acompanywhosestrategyisproductleadershipwillmeasuretimetomarketandpercentageofrevenuefromnewproducts,ratherthancostperunit.

∙Meetwithemployeestoconveyyourorganization'sbroadobjectives.Interpretstrategiesandobjectivesintermsofproducts,processes,andactionsthateveryonewillunderstand.Reservetimeduringthemeetingforemployeestoaskquestionsofyouandyourteam.

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HoneywellExecutiveLeaderModel

HoneywellExecutiveLeader

GetsResults

Delegatesassignmentstothelowestappropriatelevel

Whenyoudelegate,it'seasytoassigntoomuchworktoexperiencedworkersandtoolittletothosewhorequiremoreassistance.Yeteveryemployeeneedstobeappropriatelychallenged.Toimproveyourabilitytoeffectivelydelegateandconveyexpectationstoothers,considerthefollowingsuggestions:

∙Tochoosetheappropriateemployeeforaparticulartask,usethefollowingguidelines:

1.Beginbyconsideringanyemployeewho:

▪Currentlyhastherequisiteknowledgeorskillstodothework

▪Hasahighlevelofinterestintheareaorhasaskedtodosimilarwork

▪Hasaneedtofurtherdevelopinthisparticulararea

▪Hasthetimetodoit

2.Narrowyourlistofcandidatesbyconsideringthedynamicsofthework:

▪thevisibilityandimportanceofthework

▪theamountofinteractionwithotherprojects,people,andresources

▪thecomplexityofthework

▪Theamountofteachingtimeyouhaveavailable

3.Onceyouhaveasenseforwhattheworkwillrequire,selectthebestpersonfromyourlist.Assigntheworkinawaythatallowstheemployeetocapitalizeonhisorherstrengthsandimprovehisorherskills.

∙Whenselectingpeopleforassignments,considernotjusttheirexperience,butalsotheirmotivationlevel.Alessexperiencedpersonwhoisexcitedaboutaprojectmaybemoresuccessfulthananexperiencedpersonwhodisagreeswiththeproject'spurposeordesiredoutcome.

∙Whenplanningthedistributionofworkonlargeprojects,involvekeyindividualsintheplanningprocess.Aplanningmeetingisanefficientmeanstoclarifyrolesandresponsibilities,identifywhatmaterialsareneeded,workoutdetails,anddistributework.

∙Watchyourtendencytoassigntoomuchworktopeoplewhohaveaproventrackrecord.Youwilloverloadkeyindividualsandmissopportunitiestodeveloptheskillsoftherestofyourstaff.

∙Attempttoassignwholejobstostaffmembersratherthanbitsandpieces.Peoplearemoreapttofeelagreatersenseofresponsibilitywhentheyhandleanentirejob.

∙Periodicallyevaluatehoweffectivelyyouaredistributingworkamongyourstaff.

4.Whatisworkingwell?

5.Whatproblemsorinefficienciesexist（e.g.,misseddeadlines,inadequateskilllevels）?

6.Whatcouldbedonedifferentlyinthefuture?

Employeescanwastevaluabletimeiftheydon'thavecleardirectionfortheworktheyareperforming.Intheworstcases,theymayproduceresultsthatbearlittleornoresemblancetothedesiredoutcome.Suchexperiencesarefrustratingtobothyouandtheemployee.Whendelegating,considertheseguidelines:

1.Determinehowmuchinvolvementtheemployeeshouldhaveindecidingthespecificsoftheassignment.Experiencedemployeesshouldbehighlyinvolvedindeterminingtiming,methods,amountofhelprequired,andsoforth.

2.Writeaclearstatementofthepurposeandgoaloftheprojectortask.Alsoidentify:

oWhenitistobecompleted

oSpecificinstructionsorguidelines

oThelevelofauthoritytheemployeehas

oRequiredprogressreports

oRequiredfinalreports

3.Discusstheassignmentwiththeemployeeandansweranyquestions.Don'tendthediscussionuntilyou'recertainthattheemployeefullyunderstandsyourexpectations.

4.Asktheemployeetodescribetheassignmentinhisorherownwords.Thiswillhelpyoudeterminewhetheryouhavemutualunderstandingabouttheassignment.

5.Checkinwiththeemployeeduringtheprojecttoensurethatheorsheisproceedingwithoutdifficulty.Sometimesemployeeshavequestionsbuttheyarereluctanttoaskforassistancebecausetheydon'twanttoappearincompetent.

6.Duringthecourseoftheproject,keeptrackofanyinstancesofunclearorinadequatedirection.Notethecauseofeachmisunderstandingsothatyoucanimproveyourdirectiononfutureassignments.Youmaywishtoinitiatediscussionswithemployeestoobtainfeedbackonyourdirectionandguidance.

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HoneywellExecutiveLeaderModel

HoneywellExecutiveLeader

GetsResults

Establishesamanagementoperatingsystemthatdrivesprogressandaccountability

Executivesneedtodriveresponsibilityanddecisionmakingdownintheorganization.Thisallowsotherstobecomepersonallyinvestedintheorganizationanditssuccess,andfostersandenvironmentofaccountability.Considerthefollowingsuggestions:

∙Determinewhetheryouholdpeopleaccountableforresults.Forexample:

oDoyougivepeopleadequateauthorityandlatitudetoexecutetheirwork?

oDoyouknowwhatisrequiredforyourdirectreportsandtheirteamstoachievetheirgoals?

oDoyouholdsomepeopleaccountable,butnotothers?

oDoyoutendtorescuepeopletoooftenortooquickly?

∙Surroundyourselfwithpeoplewhoaremorecapablethanyou,andwhohaveexpertiseinareasthatyoudon't.Thenyouwillfeelconfidentabouttheirabilitiesandbemorelikelytoholdthemaccountableforresults.Encourageyourdirectreportstousethissameapproachwiththeirteams.

∙Talkwithyourteamaboutyourorganization'smission,andworktogethertocreateyourdivision'smissionandobjectives.Clarifytheaccountabilitiesthatarenecessarytoaccomplishyourobjectives.

∙Ifpeoplecometoyouwithconcerns,referthemtothepersonorgroupresponsibleforthework.Thiswillpreventyoufromgettingpulledintothesituation,andmaketheindividualsaccountablefortheirdecisionsoractions.

∙Ensurethattherewardstructurestomotivateandholdyourstaffaccountableareinalignmentwiththeorganization'sgoals,anddonotcontradicteachother.Forexample,ifqualityaccountabilitiesarenotbeingmet,ensurethatrewardsaregivenforquality,andnotjustquantity.

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HoneywellExecutiveLeaderModel

HoneywellExecutiveLeader

GetsResults

Conveysasenseofurgencywhendealingwithsignificantissues

Urgencyisdouble-edgedsword.Ifyoufailtoconveyasenseofurgency,peoplemaymissdeadlines.Ifyougivetheimpressionthateverythingisurgent,peoplemaynotprioritizetheirworkappropriately.Eitherapproachisproblematic.Toconveyanappropriateamountofurgency,considerthefollowingsuggestions:

∙Prioritizeyourprojectssoyoucancalculatehowmuchurgencyyouneedtoexpressoneachone.Thiswillenableyouandotherstofocusappropriately.

∙Determinehowoftenandhowwellyouconveyurgency.Communicatingthesameamountofurgencyandimportanceoneveryinitiativecancreateunne