In this series we are talking about connecting – connecting to people, connecting people to the business results you want, and getting those results.
In Step 1 you selected up to three of the most critical strategic themes or objectives. In Step 2 you mapped these themes to your Strategy so that key objectives can be prioritized and contrasted (it is not uncommon to have conflicting objectives that need to be sorted out).
In this Leadership series we are talking about connecting – connecting to people, connecting people to the business results you want, and getting those results.
In Step 1 you selected up to 3 of the most critical strategic themes or objectives. Now you will prepare to share these objectives or themes with those who need to act in order for Strategy to be executed.
I’ve decided to share with you how our company is taking these same steps. I hope this helps clarify the process…
Overwhelmed with your days right now? Underwhelmed with your business or job?
Let me re-introduce you to …connection… starting with the people around you…
I’m a bottom-line gal… and I am here to tell you to get social within your organization. I am positive that doing so will improve performance across the organization. No worries if you haven’t really excelled at this to date. We can tell and if you look around you, you are not the only one. (and it’s not your fault entirely… technology, and actually performance management systems specifically, has played a role in this trouble and I’ll get to that later in this series). But you CAN realize improvement quickly, by making a few small shifts in how you connect with people.
Here’s the first step to connecting people to and into your performance management system: Asking and engaging.
It seems so simple, yet without a system to help us (leaders) do so, our best laid plans and intentions get pushed aside. And when we make poor decisions, not connecting all the dots is usually why.
To take this step I have good news for you: you do not have to add to the “to dos” for your financial or technical teams to start on this improvement process. And you do not have to be an analyst. You do need to be willing to think through data to get a feel for the cause and effect between what is communicated and what gets done. Think of it as removing the “so?” to get to “oh! Got it.”