Articles tagged "Accountability"
As the saying goes, "What gets measured and monitored gets done." So, what are you measuring and monitoring? As the business owner, CEO, leader, or a manager in your organization, what are you monitoring on behalf of your team to ensure what you are supposed to be accomplishing is actually getting done? What metrics - or basic measurements - are you using to ensure the various projects and tasks you are so busily and diligently working on are actually on-budget, on-schedule, and still moving you toward the outcomes you truly need? Let me say it more simply:
How do you know you are working on the right things?
I most often speak and write about the benefits of smart, concise strategic plans. However, without effective implementation even the best strategic plans are useless. So why - with a good strategic plan behind them - do so many managers and leaders fail at effective implementation? From my 25+ years of experience, the answer is a failure to clearly identify the specific, measurable outcomes needed. Without that clarity, it is hard to measure progress toward or away from desired outcomes. Any movement then appears satisfactory. However, to be truly effective in the implementation part of management and leadership, savvy managers and leaders know how to manage by the numbers. And, they realize that when they know how to and can manage by the numbers, what gets measured and monitored, gets done.
So here's my challenge to you:
As a leader in your organization, what are the top five metrics you track on a daily basis to ensure you and your entire team are moving forward, towards your desired outcomes? For my business, we track the number of speaking engagements, consulting project volume, the number of training dates, total product sales, and social media tribe growth. Those metrics move my company forward. What moves your company forward? You could be tracking customer retention, new business, sales volume, order size, membership conversions, reject rates, raw materials, dates booked, orders received, orders shipped, employee turnover, etc. What are the top five you track? What are the top five your team tracks? Are they aligned? Do your team members know the numbers you track and why? Do they know why those metrics are critical for you, your team, or your organization in moving forward? If they don't know, why not? If the numbers won't help you move forward to your desired outcomes, why are you tracking those numbers?
As managers and leaders, if you can't manage by some numbers, you're probably not managing as well as you should or as well as your team needs you to. Pick your top five. Work with them for awhile. Tweak and change them if they're not the right set of metrics to focus on to move you forward.
However, until you know what you are measuring and monitoring, you won't really know what you are trying to get done.
Human beings tend to be creatures of habit. That's good in that we can enhance our efficiencies by doing things over and over again. However, we can also become a bit too comfortable with our habits. When that happens, we don't recognize when our habits are no longer helping us, but are instead hurting us and our businesses.
As business owners, when we become too comfortable with our habits, we don't recognize when they're hurting us.
I've been working with several business owners to help them each break just one habit that's no longer helpful to them and their businesses. Each business owner's habit is different; yet each habit is causing serious problems for their respective employees and companies.
I've been reflecting on a recent conversation with a client. The conversation was similar to two previous conversations we've had concerning inaction by his managers. However, this time, without planning to say it, I simply said, "We've discussed this same problem three times now. When are you going to stop doing what your managers can and should be doing for themselves?" Needless to say, it got very quiet on his end of the phone for awhile. However, after about one minute of silence, my client said, "I keep doing exactly what I've told you I need to stop doing don't I?" Yep.
With a headline like: Most Heath System Mergers Don’t Meet Expectations – Will Lancaster General Health and U.Penn Be Different? Business Writer, Tim Stuhldreher of Lancaster Online isn’t making any current employees or future patients of either hospital system feel warm and fuzzy as he writes about a proposed merger. The big question for me is:
Why don’t many mergers meet expectations – for hospital systems or other businesses?
I've been speaking to a number of Human Resources professionals groups lately and sharing my speech: How Does HR Get A Respected Seat at the Strategic Planning Table? As I contemplated what to blog about today, I thought I'd keep it simple and share advice from my book Don't Let 'Em Treat You Like a Girl®: A Woman's Guide to Leadership Success that links to ideas shared in my speech. In a nutshell, if you're at the table: Demonstrate you belong at the table!
If you're not an active contributor to a team, why are you on it? If you want to be on a team, you need to maintain your right to be there. Don't relinquish your spot.