PRO-vocative IDEAS from PRO
President's Resource Organization
We are pleased to send you this PRO-vocative IDEAS e-letter. Each issue brings you a Thought PRO-voking Idea designed to help you run your business better. If you don't want to receive these monthly emails, just click the Remove button below.
These ideas don't come out of an Ivory Tower, but from the real-life experience of entrepreneurs like you. At PRO, Presidents' Resource Organization, the owners of small businesses gather monthly to share problems, and work towards solutions, based on their own lessons learned. PRO members move their companies to the next level through this peer group interfacing.
Here's an example of a PRO-vocative idea and the discussion leading to it:
A PRO Board member complained that his personnel do not meet their goals for project completion or for results on a timely basis. What can he do to reverse this internal performance?
PRO Advisory Board Recommendations:
Larry: Are you sure you've set reasonable, obtainable
goals, or are they wishful thoughts? Assuming they are reasonable and
attainable, do you ask your people for their confirmation and acceptance
Audrey: Following up on Larry's question, do you have
milestones to measure against, so you can track progress and identify
potential problems? What is your personal follow up system?
George: Before we can suggest possible solutions, we
have to know if your people actually have the skills, tools, and personal
drive to execute and achieve. Also, do you overload your people with
many goals and projects or do you prioritize them by importance?
Keith: The group has cited many real concerns and my
guess is that you have accepted inadequate performance in the past,
and therefore you do not have a must-perform culture.
Jody: Building on that, if your people are not doers
and achievers, it may very well be because your past acceptance of inadequate
performance has conditioned them. This problem really starts with you,
and you have to be the first to change if you're going to lead the way
to a change in attitude within the company.
Frank: From things you've said at previous sessions,
I suspect your compensation and reward policies have contributed to
the situation. You have rewarded your people based on longevity and
loyalty and not on performance. This signals you have accepted their
Matthew: These are all good points, but I am concerned
about the dialogue within the company between you and your employees.
Do your people challenge you? Do they present the tradeoffs to accomplish
the goals? In other words, do you unilaterally state the goals, times,
etc.? You need to have a robust dialogue with your people so you can
all understand reality. Your job is to learn and know the reality of
the capabilities of your people and your company.
Jason: Do you have an overall strategy that your goals and projects are tied into? When the company is behind in accomplishment, the boss has to go into a coaching mode to help your people achieve success. The key requirement of leadership is execution. If you don't have execution, you cannot have achievement.
The number one responsibility is execution. Many people think that
strategy is number one, but without execution you cannot fulfill your
strategy. The keystone to execution is having the right people in the
right places. You must have people who are doers and who like to accomplish
- people who are not satisfied to just do the job but people who get
great satisfaction from achievement.
It is also important that leadership create an execution culture. This
is done by understanding and knowing reality, setting priorities, and
having a reward and compensation system that gives great rewards for
great performance. Doing a job should not be adequate. It has to be
doing a great job. The culture within your company is set by your behavior,
your acceptance, and your coaching.
Dialogue is a must. You must have people who will state their thoughts,
feeling, ideas, and give you feedback. You must tell people clearly
what results you are looking for, and discuss with them how to get those
results. You must establish milestones to measure, so coaching can take
place or necessary changes made. It is not uncommon for management to
accept below average or average performance because of the fear and
pain of change. If you don't face this fear and pain, you will never
become an execution driven company.
In short, the right people will create the right strategy, with the right priorities, with the right goals, motivated by the right rewards, for the right organization.
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