12th chapter of 8th Habit

2. THE VOICE AND DISCIPLINE OF
EXECUTION
ALIGNING GOALS AND SYSTEMS
FOR RESULTS
Ch#12

3. No horse gets anywhere until he is
harnessed.
No steam or gas ever drives
anything until it is confined.
No Niagara is ever turned into light
and power until it is tunneled.
No life ever grows great until it is
focused, dedicated, disciplined.
HENRY
EMERSO
N
FOSDICK

5.  The 3 alternatives:
› Authority, modeling and communication
 System and structure design
 Organizational trustworthiness
 Constant alignment
› Feedback
› “What do you think?”

6. 3 Alternative to the aligning role of leadership
• Personal
modeling
1
• Communicating
the vision and
strategy
2 • Personal moral authority
• Create goals
• Regular feedback
3

7. Trust
Vision and
order
Leadership And Modeling
Path fanding

8. Questio
n
Answer
How do we execute both values and
strategy without formal leader’s
Alignment—designing and executing systems and
structures that reinforce the core values and highest
strategic priorities of the organization

9. Alternative can be a fun process. You are actually creating something new, not selecting from a list of current op
3rd Alternative

10. ORGANIZATIONAL
TRUSTWORTHINESS
Promote reward internal cooperation than reward
internal competition.
90 percent of all organizational problems are systemic.
The problems arise because of systems or structures.
They’re not people caused.
Organizational trustworthiness requires both org.
character and org. competence

11. “DIDN’T YOU HIRE ALL THESE PEOPLE TO BE
WINNERS?”
If yes then rewarding at cooperative
effort than individual effort
Think win-win

12. ALIGNING REQUIRES CONSTANT VIGILANCE
Systems and structure should be flexible but
based upon unchanged principles
Successful organizations are a product of the
org trait.
They are system and culture dependent rather
than personality dependent.

13. INSTITUTIONALIZED MORAL AUTHORITY
IMA is the institutional capacity to produce quality,
trusting relationships with various stakeholders, and
continued focus upon efficiency, speed , flexibility
and market friendliness
Truly principle-centered have institutionalized moral authority

14. SUCCESS LIES
IN THE
SYSTEMS

16. Power is in the system, not
in the elected officials or
appointed bureaucrats.
The system is stronger than
the individual weaknesses of
the participants.

17. THE ALIGNING TOOL: THE FEEDBACK SYSTEMS
Are we on target?
Are we on track regarding what matters
most?
Knowing we’re off track is really an invitation to realign
ourselves with true north (principles)
And recommit ourselves to our destination.

18. ACHIEVING A BALANCE
BETWEEN GETTING RESULTS AND DEVELOPING
CAPABILITY
What kind of results are you getting in the marketplace?
What about your employees?
Are they happy with the return on their mental, physical,
spiritual and emotional investment?
What about suppliers?
What about the community?
What about all these results from these stakeholders?
What about the customers?
How is it going?
 What are the results?
The key to the principle of alignment is to always begin with
the results.

19. Study and examine all these
stakeholder results and then
examine the gap between those
results and your strategy.

20. The following chart contrasts the structures and systems of the old
Industrial Age control model with the new Knowledge Worker Age
release/empowerment model

21. Thank you