🌟 [ 35 ]   Keys to Flawless Execution of Key Strategies [ @Mike Evans ]

Driving a strategy that requires change in human behavior may be the most difficult challenge a leader can face. What do top leaders do to gain voluntary contributions of discretionary performance from those they lead? How do they create alignment, ownership and accountability for desired results at every level of an organization? How do they ensure that key strategies are not slowly suffocated, but instead produce extraordinary results? Key One: FOCUS – For some, simply creating extreme clarity on what is most important draws them into the ‘model’ category. This is not as simple as it may seem. Thirty plus years of research reveals that more than 90% of senior leadership teams fail to clearly define and communicate what is most important to the degree that employees at all levels are crystal clear. These desired results must also meet three requirements: 1) Meaningful 2) Measurable 3) Memorable Key Two: LEVERAGE – As you move deeper into the ‘potential’ category, your focus requires more than being crystal clear on what is most important and the consistent communication of those desired results. This group needs to discern the actions and behaviors that will ensure that the desired results are achieved. They may need guidance on defining the leading indicators that will produce the defined goals. Keen linkage to ‘what they can do’ and how it impacts the results is needed. Key Three: ENGAGEMENT – Employees are most engaged in their work when they believe they are playing a game they can win. Once the desired results have been clearly defined and communicated (Key 1), and employees are clear on what actions and behaviors are predictive and influenceable (Key 2) that will lead to that desired result (Lag Measure), it is important they know the score. They must know if the team is winning or losing. They must be able to discern if the actions they chose (Lead Measures) are moving the team in the desired direction. If they are not, the t .

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