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Execution (Building Blocks (Essential behaviors of the leader
(/Personal…
Execution
Building Blocks
- Essential behaviors of the leader
(/Personal Priority)
- Know your people and your business.
Risk: 1. Out-of-touch with ground realities
- Receiving filtered information from reportee
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Business Review / Trip
- Purpose (Agenda)
- Verify what you have heard
about the local leader team
- Q&A session with team
- Coach to the local leader team
- Action items (Formal letter)
- Being present during meetings
A business review should take the form of a Socratic dialogue, not an interrogation.
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- Prove that you care for people who are working for you
- Build personal connection
Open mind, Positive demeanor, Informal, Sense of humour
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- Leader is in denial mode.
- Employees avoid confrontations / afraid of being a messenger who gets shot
- Leaders are unaware of the weakness
Q to ask with the team (during visit)
- “What are we doing right in this business, and what are we doing wrong in this business?”
- “What do you like about Honeywell, and what don’t you like?”
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- Set clear goals and priorities.
Few, Crisp, Simple (SMART)
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- Expand people’s capabilities.
- Autneticity
- Self_Awareness
- Self-mastery
- Humility
- Culture Change
(Operational definition of the framework)
- Selecting and Appraising people
(getting the right people in the right jobs)
Salient
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Question, Analysis, Follow-up
- Integrity
- Customer comes First
- People, Strategy, Operation
Failure Reasons
- The organizations aren’t capable of making them happen.
- Leaders of the business misjudge the challenges their companies face in the business environment,
- Integrating the acquisitions and delivering on the promises required better execution
- Indecisive
- Lack of Accountability
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CXO performs two steps when he takes it over:
- Reorganization
- Ambitious Goals for rev-
enue and earnings growth
- Cost cutting
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- Consolidation of depts, plants, offices
- Outsourcing to partners, suppliers, etc
Good Sign
- Quality (data driven) and flow of information
- Accountability
- Decisiveness
- Collaboration across teams, depts, LoBs
- (Foster) Honest dialogue
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Questions to Answer
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Are we staffed with the right kinds of people to execute the plan? If not, what are we going to do about it?
How do we make sure the operating plan has sufficiently specific programs to deliver the outcomes to which we’ve committed?
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II) Strategy
Examples
- Build to Order
- Direct Sales
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Warning Signs
- Too many people have been doing the same jobs too long. (Lack of fresh perspective)
- No free exchange / No open community (People are afraid to ask questions)