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The challenge and opportunity is to translate knowledge and skills into practices that actually improve organizational performance. This article is part of a series about how to build good leadership practices into the infrastructure of your organization.
Focus all your leaders on a shared definition standard or paradigm of good leadership behavior Set the example at the top Create a forum for feedback between leaders and their employees Another guideline to ensure both the development and effectiveness of leaders is to manage the business from a master plan.
Although this seems to be a simple notion, managers and supervisors in most organizations readily admit they are in a fire-fighting mode, reacting to the demands of the moment rather than acting from a predetermined agenda of what they want to accomplish. A lack of a master plan results in a vicious circle from which escape is very difficult.
The less people plan, the more an atmosphere of chaos and urgency reign. And the more urgency and chaos people experience, the more difficult they perceive it to be to take time to plan.
The consequence is they are forever attacking symptoms while leaving intact the root causes of organizational problems. Nothing happens without the involvement of the manager or supervisor.
Doing this requires a culture which values planning and organizing skills. Identify Critical Success Factors Critical success factors CSFs are a set of concise statements, usually bullet points, that represent what the organization must accomplish in order to achieve its mission.
The list should include no more than 8 items, each expressing a single theme. Together, they represent the conditions, which if achieved, will guarantee that the organization will accomplish its mission and achieve maximum success.
Identify Major Action-Initiatives The action-initiatives are the specific tasks that must be carried out in order to achieve the critical success factors.
Each action-initiative must have a significant and direct impact upon at least one of the critical success factors.
They are the means by which the organization can achieve the critical success factors. The senior management team accomplishes this task by considering each CSF one at a time and coming up with a list of major action-initiatives that will result in the accomplishment of that CSF.
Once they have done that for each critical success factor, they search for common patterns or themes or opportunities to combine certain initiatives to avoid redundancies of effort. Each action-initiative, from the final list, should be focused and independent.
Sequence the Action-Initiatives It is not possible to implement all initiatives at the same time. A common management error is trying to do everything at once and, consequently, not doing anything well. It is necessary to achieve excellence and closure on fewer projects rather than attempting to do everything at once.
Finding that balance in a competitive and demanding environment is not easy. The management team will need to decide which initiatives they need to begin immediately and which should be delayed to a later time.
Complete an Simple Action Matrix Across the top are critical success factors and down the left side are the action-initiatives.Wise Business Plans™ is dedicated to helping you meet your business planning needs in the most customer-friendly and efficient way possible.
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