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Accelerate Execution of the New Game Plan
By Carol Bergeron
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Whether you
lead a
company or
department,
you need a
solid game
plan to
realize your
vision.
Beyond that
you need
talented
people who
are well
versed in
the game
plan and
motivated to
implement.
Very few
leaders get
the
opportunity
to start
entirely
from
scratch.
Even at
start-up
firms,
previous
employment
experiences
of the
workforce
influence
what and how
work gets
done. Try
this proven
approach to
getting
everyone on
the same
page. Add
your own
leadership
practices to
the mix to
maximize the
performance
of your
organization
and each
person in
it.
1. Clarify
the game
plan
Common
direction
combats
workforce
fragmentation
and
ultimately
organizational
underperformance.
Employees,
regardless
of the jobs
they
perform,
should be so
well versed
in the game
plan so that
it rolls off
the tip of
their
tongues.
They should
not only
understand
the vision,
goals and
strategy but
they should
be able to
explain it
in fewer
than five
minutes to
friends and
neighbors at
a cocktail
party. Use
all venues
to get the
word out
including
newsletters,
emails,
announcements,
all hands
meeting,
cascading
performance
goals and
the most
effective
technique of
all -
conversation.
Validate
understanding
through
impromptu
exchanges.
2. Get
people
psyched
Nothing says
"motivational
match" like
connecting
individual
passion to
organizational
vision and
values. The
highest
performing
organizations
purposely
hire folks
when there
is much
overlap.
Motivational
matching
usually
starts
one-on-one
and often
goes back as
far as the
initial job
interview.
The
interview is
where you
catch a
glimpse of
what makes
someone
tick, how
self-motivated
she is and
what his
aspirations
are. Your
understanding
of each team
member's
personal
motivation
is
especially
important
when rolling
out a new
game plan.
Help the
employee see
how his
interests
and goals
align with
those of the
organization.
3. Revise
the work
Given your
new game
plan,
brainstorm
the work
that should
get done.
Review the
work that
currently
gets done.
Then
eliminate
the stuff
that no
longer
supports the
goals or
delivers
value to
customers.
Explore
technology,
process
improvements,
best
practices
and
individual
knowledge
and skills
development
with the
intent to
prepare
people to
work
differently,
overcome
obstacles
and threats
and maximize
on strengths
and
opportunities.
Deepen
commitment
by placing
decision
making into
the hands of
the
employees
doing the
work and
investing in
their
development.
4. Recognize
and reward
achievement
There are
some leaders
who believe
thanking
employees
for a job
well done is
just plain
wrong. Why?
Because they
believe you
shouldn't
have to
thank
employees
for doing
their job
after all
that is what
they get
paid to do.
There are
two
significant
cons with
this
philosophy:
people left
in the dark
operate in a
vacuum,
which may
contribute
to a
disjointed
workforce,
or people
only hear
from you
when
something's
wrong which
can be
demotivating.
In both
instances
individual
and
organizational
performance
may suffer.
So, keep the
feedback
flowing,
positive and
useful.
Nothing says
"keep up the
good work"
and
encourages
repeated
contributions
like "thank
you",
recognition
and rewards.
A clear game
plan,
employee
commitment
and
development,
opportunity
to influence
what and how
work gets
done and the
recognition
and reward
of
successful
people and
organizations
all make a
convincing
argument to
"follow me".
http://www.bergeronassociates.com/
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TALENT TALKS™
Talent Talks™ are 30 minute audio recordings to transfer know-how between people on important human capital business issues. Access our library: http://www.bergeronassociates.com/talenttalks.HTM
Get Started on Succession Planning and Management
- Highlights: the business challenges that succession management addresses, benefits, decisions executives make, 3 different approaches, the process & measuring progress.
Assessments Galore, How to Weigh the Options
- Assessments are used for recruiting, developing, coaching, succession management and more. Learn what type to use, how to get started and the benefits.
Behavior Based Interviewing to Reduce the Risk of Costly Hiring Mistakes - Get familiar with the 3 Ring Hiring Model and understand the principles behind behavior based interviewing. Couple the two approaches to reduce the risk of costly and painful hiring mistakes. |
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TALENT TOOL BOX
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Leadership Development at Bergeron Associates takes many forms like interactive workshops that stand on their own or augment existing elearning venues, one-on-one coaching since no two leaders are on the same point of the leadership learning curve and co-designing practical talent management tools and programs. Leaders seek us out to sharpen their skills to:
develop teams, coach people to peak performance, hire the best through behavior based interviewing, resolve conflict, run better meetings and off-sites, manage projects and align people, projects and resources to strategic goals.
http://www.bergeronassociates.com/services.htm
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CALENDAR & INTERESTING
RESOURCE
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Resource for Workforce Effectiveness Information
- Articles and electronic newsletters filled with practical tips on how to enhance the performance of people and organizations. Explore our publications:
www.bergeronassociates.com/publications.htm
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ABOUT
BERGERON
ASSOCIATES
Bergeron
Associates™,
founded
in 1998,
provides
leaders
human
capital
&
organizational
performance
solutions,
consulting
and
coaching
so that
organizations
and
people
achieve
their
goals.
Bergeron
Associates
101
Middlesex
Tpke,
Ste 6,
PMB 326
Burlington,
MA
01803-4914
781-376-4071
Info@bergeronassociates.com
www.bergeronassociates.com |
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NEWSLETTER DISTRIBUTION
© Copyright 2007 Bergeron Associates. This
publication may be redistributed in full or
in part provided full attribution and our
contact information (company name, phone
number and email and web site addresses) are
included.
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