Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘strategic thinking

Five Strategies to Maintain Your Focus

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While it is easy for managers to start out with the best of intentions, many can be detoured by the uncontrollable events impacting their professional lives and company. When a crisis occurs, there is a tendency to immediately confront the challenge. While well-intentioned and often necessary, managers should not allow this thinking to cause them to lose focus on their goals and development.

Maintaining a results-oriented focus takes discipline and perseverance in the face of constant interruptions that demand both the manager’s time and attention. If managers are focused in their thinking, it must be strategic in nature, focusing on the long-term growth of the business rather than on the problem or crisis demanding their immediate attention. The ultimate solution to every problem must fit into the long-term goals of the manager.

It is important for managers to grasp that maintaining a focus on long-term goals and objectives and attaining a desired outcome is the result of doing the right things, at the right time, and in the right sequence. Often managers allow uncontrollable events and problems to make them lose sight of or even abandon their long-term plan and goals.

Managers who want to successfully maintain a results-oriented focus that allows them to consistently achieve their goals and desired outcomes must:

Develop Mental Discipline

Successful managers have developed the mental discipline that keeps them focused on their goals regardless of the problems and uncontrollable events they may encounter. Such hurdles must be overcome on the path to the successful accomplishment of their objectives.

Mental discipline allows managers to always keep an eye on their goals. They consistently keep the summit of the mountain in view, and do not allow daily problems to impede their progress. While daily problems may cause a setback, managers always make sure they are moving forward one step at a time.

Managers should understand that the attainment of mental discipline takes a conscious effort and perseverance. While not an easy road, it is achievable.

Adopt Strategic Thinking

To achieve and maintain a results-oriented focus, managers must learn to take a protracted view of their business, which means acquiring and polishing strategic thinking skills. These skills allow managers to create their focus and form part of their personal vision—the top of the mountain—in the first place.

The long view is opposed to tactical thinking that focuses only on short-term day-to-day activities. As companies evolve, many are empowering their employees and delegating the tactical activities lower in the organization. Employees assume much of the day-to-day decision making that directly impacts their performance and relationships with customers.

Plan

While strategic thinking was considered passé and outmoded during the heyday of the dot-coms, it is now clear that a lack of planning contributed mightily to their downfall. Successful managers develop a realistic plan, work the plan and stick to it. It is a simple concept, yet does require discipline.

A great deal of a plan’s success lies in its execution. Many managers develop excellent plans, but, because they have not properly executed and held to them, fail to see their fruits. The best plans are not complex instruments, but simple and designed to be easily and effectively carried out.

Question Activities

Many managers have a natural tendency to want to control everything within their sphere of influence. Yet it is this desire that causes many to lose focus on their long-range plan as they attempt to personally put out every fire and handle every issue.

As leaders, managers must empower their employees and delegate the tasks, assignments and responsibilities that do not advance them toward the attainment of their desired outcomes. In this light, every activity on their to-do list and calendar must be questioned on a consistent basis; if a particular pursuit does not advance the manager toward the accomplishment of their goals, it should either be delegated or eliminated.

Monitor Results

Successful managers tie the metrics that measure their unit’s progress directly to their plans. They then determine the frequency and content of the report that allows them to actively monitor progress toward their own and the organization’s goals.

Additionally, managers have flags built into their metrics that immediately signal potential problems when the numbers reported to them are outside normal ranges. The report allows them to quickly act and resolve the problem before it gets out of hand.

Excerpt: Professional Development: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

Five Critical Steps to Maximize Performance

Execution: Six Action Steps

Performance Plans Create Results and Maximizes Performance

Objectives Allow Managers to Focus on Obtaining Results

For Additional Information the Author Recommends the Following Books:

Performance Management: The Pinpoint Management Skill Development Training Series

Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series

Maximizing Financial Performance: Pinpoint Leadership Skill Development Training Series

Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

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Focusing Your Employees on Future Performance

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The establishment of individual employee goals and objectives can be stressful in many organizations, especially if this is a new concept. Employees often resent being held accountable for their actions. Their perception is that these actions are punitive rather than intended as a mechanism to move the organization forward.

While the establishment of individual goals or objectives is a critical process, managers should recognize that they might be dealing with employee groups with varying degrees of experience in goal setting and implementation.

It is important for managers to understand that these gaps in experience can affect the ultimate success or failure of an individual employee. With this in mind, managers must take steps to help employees succeed, which is dependent upon their personal levels of experience. They must recognize that some employees will need more assistance than others. The key is to dedicate the time required for all to be successful in the attainment of their individual goals.

Related: Plans Must Be Rooted in Past Performance

The establishment of individual goals and objectives can be a stressful exercise for many employees. Though the process includes elements of an employee review, it is not an evaluation but a process of setting the employee’s direction for the future as well as coordinating individual goals with those of the organization. The following techniques and strategies should be utilized to successfully establish individual goals:

Listen

Before a manager begins the formal process of establishing individual goals and objectives with an employee, the first step is to allow the employee the time to express his or her ideas and feelings. This discussion should establish a good mood and should focus on the positive aspects of the employee’s job. If complaints are voiced, managers should ask the employee for ways to correct the problem. By giving an employee the opportunity to resolve a problem, the discussion remains focused on the positive aspects of his or her job while empowering them to develop a realistic solution.

Related: When Motivating Employees, Expectations Are Everything

Be Forward Looking

Past performance of the employee will undoubtedly become part of the discussion. However, managers should keep the discussion focused on the future goals and objectives and avoid dwelling on past performance issues. This way the employee is focused on his or her future performance and not mired in past problems.

Be Candid

As managers move through the discussion of individual goals and objectives, they must be both candid and honest regarding the employee’s abilities so that obtainable goals can be established. This is a constructive, not negative, gesture in that it helps uncover what the employee is capable of and expected to achieve.

Small Steps

To many employees, individual goals can be overwhelming when viewed in their entirety. Managers can effectively ease these fears by breaking long-term objectives down into smaller, short-term targets that move the employee forward. Creating annual, quarterly and monthly goals that both the manager and employee can agree upon is the starting place; it is then the employee’s responsibility to break those goals into weekly and daily objectives.

It should be noted that not all employees have the skills to effectively plan their own activities. Managers should review this procedure with their people and perhaps walk them through the process of taking a month’s goals and breaking them down into weekly and daily objectives.

Secure Agreement

Once both the employee and manager have developed a realistic set of goals and objectives for the employee and demonstrated how to plan their weekly and daily activities around meeting them, both parties should secure an agreement. The agreement should focus on the individual objectives and how they will be accomplished.

Coordinate

Managers need to have a clear understanding of how each employee plans to reach their goals and the steps that will be taken to accomplish them. However, managers must make sure that all individual goals are aligned with the organization’s, as well as with those of other unit employees. Failure to do so can result in employees working against each other rather than cooperatively toward the mutual accomplishment of common goals and objectives.

Related: Five Strategies to Build Trust

Share

As managers are facilitators, whenever they see an opportunity or need, they should take the time to share their knowledge and expertise with employees regarding how to best reach their individual objectives.

Since goal setting can be a new experience for many employees, they may accept a goal and not know where to start or how to get there. When managers share their expertise, they are facilitating the success of the employee to achieve his or her individual goals. This is what makes the entire process both meaningful and worthwhile.

Remain Task-Oriented

Throughout the process of establishing individual goals and objectives, the climate should be warm, friendly and informal. Yet managers should ensure the process remains task-oriented, as well as be aware that they will need each employee’s assistance in the future to help attain their goals. The key is that all should be working together toward the accomplishment of mutual objectives.

Commit to Change

Managers should recognize that the establishment of goals and objectives is a commitment to change. With this in mind, employees may be resistant to change and fear the consequences it may bring. Employees may also be reluctant to commit to goals and objectives out of a personal fear that they will be unable to attain them.

Review

Once the goal setting process has been completed, managers should review each individual objective with the employee. These goals should be committed in writing with both the employee and manager receiving a file copy for future reference.

Excerpt: Strengthening Performance: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 USD

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

Five Strategies to Maintain Your Focus

with 2 comments

While it is easy for managers to start out with the best of intentions, many can be detoured by the uncontrollable events impacting their professional lives and company. When a crisis occurs, there is a tendency to immediately confront the challenge. While well-intentioned and often necessary, managers should not allow this thinking to cause them to lose focus on their goals and development.

Maintaining a results-oriented focus takes discipline and perseverance in the face of constant interruptions that demand both the manager’s time and attention. If managers are focused in their thinking, it must be strategic in nature, focusing on the long-term growth of the business rather than on the problem or crisis demanding their immediate attention. The ultimate solution to every problem must fit into the long-term goals of the manager.

It is important for managers to grasp that maintaining a focus on long-term goals and objectives and attaining a desired outcome is the result of doing the right things, at the right time, and in the right sequence. Often managers allow uncontrollable events and problems to make them lose sight of or even abandon their long-term plan and goals.

Managers who want to successfully maintain a results-oriented focus that allows them to consistently achieve their goals and desired outcomes must:

Develop Mental Discipline

Successful managers have developed the mental discipline that keeps them focused on their goals regardless of the problems and uncontrollable events they may encounter. Such hurdles must be overcome on the path to the successful accomplishment of their objectives.

Mental discipline allows managers to always keep an eye on their goals. They consistently keep the summit of the mountain in view, and do not allow daily problems to impede their progress. While daily problems may cause a setback, managers always make sure they are moving forward one step at a time.

Managers should understand that the attainment of mental discipline takes a conscious effort and perseverance. While not an easy road, it is achievable.

Adopt Strategic Thinking

To achieve and maintain a results-oriented focus, managers must learn to take a protracted view of their business, which means acquiring and polishing strategic thinking skills. These skills allow managers to create their focus and form part of their personal vision—the top of the mountain—in the first place.

The long view is opposed to tactical thinking that focuses only on short-term day-to-day activities. As companies evolve, many are empowering their employees and delegating the tactical activities lower in the organization. Employees assume much of the day-to-day decision making that directly impacts their performance and relationships with customers.

Plan

While strategic thinking was considered passé and outmoded during the heyday of the dot-coms, it is now clear that a lack of planning contributed mightily to their downfall. Successful managers develop a realistic plan, work the plan and stick to it. It is a simple concept, yet does require discipline.

A great deal of a plan’s success lies in its execution. Many managers develop excellent plans, but, because they have not properly executed and held to them, fail to see their fruits. The best plans are not complex instruments, but simple and designed to be easily and effectively carried out.

Question Activities

Many managers have a natural tendency to want to control everything within their sphere of influence. Yet it is this desire that causes many to lose focus on their long-range plan as they attempt to personally put out every fire and handle every issue.

As leaders, managers must empower their employees and delegate the tasks, assignments and responsibilities that do not advance them toward the attainment of their desired outcomes. In this light, every activity on their to-do list and calendar must be questioned on a consistent basis; if a particular pursuit does not advance the manager toward the accomplishment of their goals, it should either be delegated or eliminated.

Monitor Results

Successful managers tie the metrics that measure their unit’s progress directly to their plans. They then determine the frequency and content of the report that allows them to actively monitor progress toward their own and the organization’s goals.

Additionally, managers have flags built into their metrics that immediately signal potential problems when the numbers reported to them are outside normal ranges. The report allows them to quickly act and resolve the problem before it gets out of hand.

Excerpt: Professional Development: Pinpoint Management Skill Development Training Series (Majorium Business Press, 2011) $ 17.95 USD

If you would like to learn more about how to become a more effective manager, refer to Professional Development: Pinpoint Management Skill Development Training Series. This training skill-pack features eight key interrelated concepts, each with their own discussion points and training activity. It is ideal as an informal training tool for coaching or personal development. It can also be used as a handbook and guide for group training discussions. Click here to learn more.

________________________________________________________________________________________
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It
Linkedin | Facebook | Twitter | Web | Blog | Catalog| 800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

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