Creating clear, measurable objectives and holding others to account for them is one of the most important skills of a leader. Here are our top tips.
Do you find yourself feeling that you can’t trust people in your business to do what you want them to do? It’s a common complaint among business leaders, and their usual assumption is that there is something wrong with the people they employ. Among the knee-jerk reactions to this thought are: tightening up on performance management (though usually with the complaint that “I shouldn’t have to”); issuing warnings; reorganising the… read more →
“Every organisation is perfectly designed for the results it is getting”. Let’s start by understanding this rather frustrating truism. “Results” we can understand as all consequences including financial, social, environmental, technical and so on. Results that are both intended and unintended, economic and behavioural. “Designed” is perhaps more complicated, we may not think of our organisation as being designed at all. And yet whether deliberate or accidental all of our… read more →
Ask anyone at a social gathering, “so, what do you do?” Most people reply with a job role or title. If pressed, they will list the things they are responsible for or the activities they carry out in their role. What you never hear is a short, complete list of the results they are accountable for producing. We seem wired to think in terms of action and responsibility. The consequence?… read more →
Have you noticed that some of the great stuff you want to achieve in business is not easily measured? It’s easy to measure quantities: of money, production, sales calls, numbers of time the phone rings before it’s answered, and because it’s easier, businesses tend to default to measuring and managing only straightforwardly quantifiable things. Quantifiable stuff has to be measured in business, it’s true. You’d be failing in your accountability… read more →
How familiar are these situations? Your organisation adopts a new strategy. While paying lip-service to the change, key staff still resist the new direction, complaining and hoping that things will go back to the way they were. A team regards itself as a group of individuals who ‘happen’ to report to the same person. Though they each do their own job effectively, the synergies, economies of scale and innovation that… read more →