Case Study On Execution Excellence Defined


Execution Excellence Pit Stops

This MDP is designed for high potential managers with an objective of “creating a high-performance organization through” Execution Excellence.“

The Execution challenges for today’s manager are:

  • Delivering on projects with fewer resources
  • Balancing their team’s coaching needs with their own project responsibilities
  • Keeping up to date on industry advances
  • Developing the skills of their team members
  • Developing themselves, personally and professionally
  • Encouraging innovation that meets customer and market needs
  • Leading their team through organizational changes
  • Retaining key talent
  • Leading a virtual team
  • Managing a culturally diverse team
  • Managing a team where the definition of loyalty has changed to ‘being loyal to myself’

This long term intervention is split into3 Strategic Pit StopsandNeed-based Tactical Pit Stops:

 

 

 

 

 

 

 

 

 

Its core objectives are to:

  • Lead conversations based on: establishing goals, providing performance feedback, delegation, introducing changes, and dealing with resistance.
  • Understand what makes the manager’s team ‘tick’ – achievement, autonomy, support and sharing, keeping current, professional identification, and participation in mission and goals
  • Be just enough of the expert to be able to ‘lead’, not ‘do’
  • Understand the manager’s current job as delivering results through others
  • Increase confidence and influence, and recognize the need to build collaborative relationships at all levels in the organization

 

Download the fact sheet on Management Development Program

 

Strategic Pit Stop 1: Managing Self and Others

This three day off-site pit stop is focused around the following learning objectives:.

  • Understand and take stock of organization’s vision, and how one’s goals and values are aligned to it
  • Understand what you see in yourself – your greatest strengths and deepest values. This self awareness is built through in-depth assessments of Personality, Personal Values, and Emotional Intelligence
  • Clarify the role of a manager
  • Revisit essential skills: Planning and Organization, Direction and Control
  • Probe sensitively for information to manage relationships
  • Practice Active Listening – a sign of respect and care
  • Develop strategies for providing constructive performance feedback
  • Practice steps to effectively give directions for performance
  • Know what motivates others to achieve higher levels of performance and effectiveness
  • Gain cooperation, support, and commitment to ideas
  • Overcome conflicting priorities to influence key stakeholders across levels
  • Motivate others to work together through clear and compelling communications
  • Overcome challenges like overlapping responsibilities and aversion to change
  • Engaging the Engagers!

The methodology used for this pit stop is a mix of experiential learning, use of learning metaphors, self evaluation (leadership profile) to understand one’s strengths and areas of improvements, and BlessingWhite’s global flagship program named “Leading Today’s Professionals”.
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Strategic Pit Stop 2: Engaging Heart & Igniting Minds

This three day pit stop focuses on connecting people to what really matters. It is about making sure that everyone in the organization has a clear sense of its strategic direction, and understands how his or her role is aligned to it. .

  • The module focuses on the following learning objectives for managers:
  • Assessing the needs of associates to modify their leadership approach
  • Deploying their personal values, strengths and even weaknesses to maximize their effectiveness
  • Sizing up situations and adapt their leadership, without losing their unique leadership differentiators to drive results
  • Developing a coaching partnership with associates tailored to their individual needs
  • Creating an environment where ideas, feedback, and concerns are freely discussed
  • Delivering on the needs of the organization, and keeping individual team members energized
  • Building their team’s benchstrength and retaining top talent

The module prepares managers both as Leaders and Coaches of their team members.
The methodology for this module is based on a 360-degree feedback for compiling individual leadership profiles, and peer consulting for arriving at actionable insights on live business or leadership challenges.
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Strategic Pit Stop 3: Building High Performance Teams

This three day pit stop focuses on the manager’s ability to build a high performance team. It is based on the following learning objectives –

  • Understanding the barriers to Effective Communication, and developing honest and open communications among team members
  • Learning the art of giving and receiving constructive feedback to peers, associates and others
  • Understanding the characteristics of a High Performance team – living the 9 High Performance Dimensions
    • Exploring each dimension in detail through relatable case studies and business simulations
    • Understanding behaviours that make these dimensions liveable including effective communication, listening, providing actionable information, being assertive, and gaining support and cooperation
  • Understanding why some teams fail while some do not, in the context of the 9 dimensions; creating actionable roadmaps to building high performance teams
  • Building awareness through the use of the Team Collaboration Inventory (J. Martin Hays) to learn about behaviours that help teamwork
  • Creation of the Team Charter by mapping the team’s roles, goals, responsibilities, and operating procedures

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Tactical Pit Stops (Need Based)

Our tactical pit stops are customized 1-2 days’ need-based workshops to bridge the learning gaps identified through the MyDP process. Some examples of these workshops are: .

  • Developing Financial Acumen
  • HR Sensitization
  • Creative Problem Solving and Decision Making
  • Emotional Intelligence
  • Strategic Thinking and Business Acumen
  • Negotiation and Influencing Skills
  • Professional Representation

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Program follow-up and ROI:

The program is designed as an 18-month long intervention as it is imperative for a leader to adapt to the environment, speak the right leadership language, and practice the right behaviours.

We conduct periodic reviews and follow up exercises to demonstrate the program’s business ROI, and help managers sustain their behavioural changes. Our post program support includes – .

  • Follow up sessions to ensure that learning impact is cemented and becomes part of the managers’ conscious behaviours
  • Periodic progress review and corrective planning with managers
  • Encouraging participants to establish internal coaching partnerships
  • Institute a mechanism for honest, helpful and open exchange of feedback between managers, peers, and an external coach
  • Evaluate development successes and challenges on an on-going basis
  • Use of on-line resources to reinforce learnings

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Execution Excellence: Where Most Firms Fail.

You may have the greatest ideas in the world, but if they’re not well executed, you’re going nowhere. Great firms execute and great business owners know how to get stuff done!

In my experience, execution excellence can be achieved in five key disciplines:


1. Setting a clear team vision

Setting a clear vision requires the owner/s to do their think work. If you don’t know where you want your business to go, how can you expect your team to have any chance of helping you get there? In the absence of a clear vision from leadership, your team will either:

  • Do their best – in whatever way they think is helpful, which may not always be the case
  • Run their own agenda – which may be subtly (or sometimes not so subtly) at odds with your agenda

You need to spend time agreeing a clear vision for the future, then communicating regularly with your team to ensure everyone is on board with that vision. This doesn’t mean telling your team once. It means regular and frequent communication through formal and informal communication structures including team meetings, one-to-one staff reviews, or simply having a chat over a cup of tea.


2. Quality, regular meetings

Quality and regular are the two key words here. Poorly run meetings ensure people will find reasons not to attend. Meetings where people discuss and debate but never seem to agree on actions for resolutions and meetings that start late, or run over, will eventually be scrapped because they are a waste of everyone’s time.

Here’s 3 useful tips for making your meetings work:

  1. Holding them weekly to ensure regular communication for the leadership team;
  2. Starting and finishing on time;
  3. Focussing on solving issues. By all means discuss issues, but then move to solving them or at least taking the next steps to solve them.

By meeting each week to solve issues, you’ll ensure the business moves forward. Be sure to communicate outward after the leadership team meeting, so the rest of the team are clear on your agenda for that week’s effort.


3. Measure what matters

At the weekly meeting create a list of between 5 and 15 metrics to measure whether the business is ‘on-track’ or ‘off-track.’ Firms often have loads of management information (MI), but it rarely provides any insight that can be used to run the business more effectively. Metrics like assets under management (AUM) and recurring revenue are outcomes of what you do, not a measure of what you are doing each week; therefore they’re not very useful as part of your weekly MI. By all means review them once a month or once a quarter, but don’t rely on them as your weekly source of information. At the weekly meeting, you need to be measuring inputs that will determine your success within a 3 month or 6 month timeframe. Think of these metrics as being like the dashboard in your car. You’ll only take notice if one of them starts flashing red (i.e. indicating you’re not doing what you need to do each week to achieve your vision).

Creating these metrics takes more think work from the leaders of the business.

  • What is it that makes you successful?
  • What activities determine success within a 3 – 6 month timeframe?
  • What are some of the metrics you could be measuring on a weekly basis to ensure you keep your finger on the pulse of your business?

4. Assemble the right team

Having people in the right roles improves execution excellence. The right people in the right roles means people who are able to do it better than you can. If that’s not the case, work ends up bouncing back to you, or even worse, you’re reluctant to delegate because it is easier to do it yourself. Both of these outcomes are a disaster for growth and productivity, not to mention your customer experience and compliance. Ensure you invest time and energy in getting the right team in place. If HR is not part of your skillset, hire an external HR adviser to guide you in the right direction.


5. Create accountability

If you don’t have the right team in place, trying to create accountability will not only be a waste of time, but hugely draining on your time and energy. Implementing accountability won’t make the wrong team work effectively, so you need to get the previous step right (assembling the right team), before you can focus on this one. Once the team is in place, accountability is everything. Everyone in the business needs to know what their key accountabilities are. You’d be amazed at how few firms have ever done this exercise in writing. They avoid it because it can be a difficult job to do the first time. However, not doing it creates a very fuzzy organisational and accountability structure with everyone assuming that everyone else knows what their role is. When you begin defining the key accountabilities for each role (and person) within the business, the differences become clear and can then be resolved.


How is your execution capability?

If you’re not making the progress you would like, or are feeling frustrated with people on your team, working through this list is a good starting point to identify areas for improvement.

By Brett Davidson
Google


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