Turn Top Level Strategy Into Unit Level Execution: Managing For Improved Corporate Performance
Execution Excellence Management Consultants
Strategy is a coherent evolving portfolio of initiatives to drive shareholder value and long term performance. This mindset requires leaders at all levels to develop a "you are what you do" perspective as opposed to "you are what you say." In other words, companies are defined by the initiatives they prioritize and drive, not merely by mission, vision, value statements
Although CEOs have the greatest influence on strategic direction, middle managers and others in non-executive positions can also demonstrate leadership and make their influence felt.
In fact, all employees can be leaders even when no one reports to them. They can exert horizontal leadership - leading in a setting where a person does not have the formal authority that is bestowed by a supervisory relationship.
The responsibility for creating clarity around what the strategy means at the unit, work team and individual levels - and for seeing that the new goals are turned into initiatives and results - is shared by all.
To aid in this effort, Moravec and Associates Execution Excellence management consultants were surveyed to compile this seven-point plan to help managers drive company strategy into an actionable agenda:
- Even if you have been a skeptic regarding change management in the past, embrace and practice it now. People have trouble assimilating new initiatives (and execution is thereby at risk) if you don't. There is a lot that can be done to help the unit over the hurdles.
- Show the big picture. This includes why the company is undertaking the strategy and why it is important for the business. Communicate the strategy to business units, functional leaders and individuals using relevant context and language.
- Show the small picture. Involve individuals and teams in defining how the strategy relates to the unit and what local alignment will require. Solicit and provide examples of results. Let each individual and project explore how job or work team outcomes will change as a result of the strategy.
- Keep communications flowing up and down. From actions, ensure that each direct report is on board and on track. Acknowledge in your communications that the message will have to be repeated several times to the same people. New expectations throw people into doubt and turmoil; people don't listen when they feel threatened.
- Never give the blanket statement that this is going to make jobs better. Be honest. What employees don't know will hurt your credibility and the transition.
- Practice project management skills. Identify a unit project manager and make everyone's expected outcomes clear.
- Expect the unanticipated. Some employees will "go along to get along" but they may have already made up their minds that staying with the status quo was their security blanket.
As initiatives are launched, the CEO and the executive team must ensure the organization is ready for the changes.
Moravec and Associates Execution Excellence management consultants help leaders and management teams chart the strategic, operational, managerial and organizational changes needed to achieve ever increasing levels of success.
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