Requires vision (the ability to see), mission and values combined with change management, team effectiveness, organization design, vertical and horizontal alignment and strategic execution.
Vision, Mission and Values: Competency One
When a leader has Vision, he/she has developed the ability to see over time, space and causality. Vision is not a statement on the wall. It is the ability to see the actual structure of the organization that caused the past history and trends to occur and then the ability to predict what those causes that will determine the future.
In nature, structure is the land that determines the flow of the water. In organizations the land is made up of cause and effect feedback, where any violation of fundamental principles and/or laws lead to great effort, struggle and reactive behavior or fire fighting. Generally, this occurs when an organization attempts to grow too fast or take short cuts to solve problems. These quick fixes result in not; following established quality guidelines; developing people, processes and systems; being aligned with absolute clarity of focus and communication or attempting to control/manage people through fear, command, threats or intimidation.
When true vision is present, the leader is on a mission to take actions that will control the destiny of the organization and create the future – based on values that will sustain balanced growth over time.
Vision, mission and values become the organizations governance system. They establish long-term aspiration and determine the rules of engagement for fulfilling its purpose and achieving its objectives.
Team Effectiveness and Engagement: Competency Two
The thoughts, decisions, and actions of any person, anywhere in the organization will have either a positive or negative impact. This results in one engaged person contributing to the effectiveness of others, while another person who is disengaged having ten times their impact by diminishing the effectiveness of the entire organization. One person not aligned can suck up already limited resources dedicated to other tasks in order to find and correct the negative impact of them not working as a team. Teams by definition exist for one reason, service to customers, both internally or externally.
The level of energy a person has determines how engaged and committed they will be. A person’s energy is based on how healthy they are physically, mentally, emotionally, intellectually, spiritually and relationally. Any one of these areas that are out of balance will result in a diminished degree of contribution and focus needed to serve a customer or teammate.
There are specific skills and processes that align a team to maximize its effectiveness and engage and release the energy of its people to contribute.
Is the most strategic activity of a leader. The ability to work on the organization, not just in it, provides the opportunity to utilize design and engineering principles that control the destiny and determine the future of the business. Without good design, all the effort, great people, opportunities, investments in resources gets sucked down the reactive drain of sunk cost. Great design will always win over vast resources and seemingly impossible odds in a competitive marketplace.
Employee Alignment: Competency Four
Alignment of people results in the single greatest productivity surge possible. When coupled with great organizational design it leads to strategic execution. For alignment to be present, each person must have clarity of focus. This exists when they have a mission statement and sense of purpose, are absolutely clear about their expectations and goals and are keeping score on a daily basis. All personal goals need to be directly tied to the objectives of the organization with the ability to see how what they do contributes to its success. Without knowing the score – how they are performing against their goals – they will quickly operate at the lowest level of acceptable performance or be driven by their own personal agendas.
Strategic Execution: Competency Five
Once the structure of the organization is seen, (cause and effect controls along with the principles and laws that determine all organizational growth) leverage points will emerge. Aligning the organization around Leverage points results in removing the source of reactive behavior and limits to growth. Once these leverage points are discovered and become the focus and mission of everyone in the organization, it requires a design team dedicated to working on the organization – not just in it – and change coalitions focused on brining about change based on addressing all of the dynamics within the organization required to assess, design, align and execute the vision and mission and direction coming from clearly articulated sense of direction.
Managerial Discipline: Competency Six
Managerial discipline is essential to deliver on promises to customers, employees and shareholders. This means putting in place the systems, process and disciplines essential to any organization. Without these six disciplines as the foundation for day to day management, there will be little or no clear direction or sense of control. Each of these arers assure handoffs are based on clear communications, people know where they stand at all times, knowledge is shared and considered critical in all operations and change is seen as a real and integral part of the future of the enterprise. The six managerial disciplines are: 1. Performance, 2. Process, 3. Project, 4. Knowledge, 5. Resource, and 6. Change Management.