LINKING THE ORGANIZATIONAL VISION TO THE INDIVIDUAL BY CREATING A STRATEGIC LINE OF SIGHT Interview with Ruben Decoud, gphr International Human Resources | Mary Kay Inc Even after implementing the Balanced Scorecard and creating a Vision and Strategic Map, many companies struggle with the complexities of how to properly and fully align their human capital to achieve their desired strategic objectives. In this Q&A interview, Ruben Decoud of Mary Kay Inc. discusses how a company can achieve top down alignment throughout the organization and how to translate strategic vision into tangible behaviors. Management IQ: How can a company achieve top down alignment throughout the organization? Ruben Decoud: Many things need to be considered to create total alignment throughout the organization. However, one of the best ways to ensure a company maintains alignment (top down or otherwise) is by providing ample opportunities for individuals to have a clear “line of sight” between their contributions and “bigger picture” strategic objectives. This can be supported by a number of programs, mechanisms and tools. The consistency and intensity of which key messages are communicated and how they are communicated is critical to ensure understanding at every level and help individuals engage with the strategy. Infusing a sense of individual accountability to all employees that contributes to strategic results is also instrumental in creating adequate levels of “ownership” for strategy.
Management IQ: How does a company create appropriate engagement with the Company’s Strategic Vision and maintain its relevancy for employees at all levels? Ruben Decoud: Individuals need to feel a sense of ownership and personal engagement in order to contribute significantly to goals and objectives. The way a message is cascaded down in the organization, the sense of urgency attached to the objectives themselves, and the opportunities that individuals have to be educated, informed and updated on progress are all ways to maintain engagement. There are, of course, diverse audiences to consider in an organization. Communication and training have to be appropriately and strategically customized for each segment in order to achieve the desired result. Relevancy is a result of a dynamic and integrated process of communication and feedback. Management IQ: How can one translate strategic vision into tangible behaviors to maximize synergy and clarify performance expectations? Ruben Decoud: We can only achieve different future outcomes if we change our behaviors in the present. Companies need to identify the key behaviors that will help them move towards achieving their strategic vision. There is a direct connection between the “what” we want to accomplish and the “how” we need to behave to get there. Reinforcing key behaviors needs to be at the core of how individuals are recognized and rewarded for their contributions. Join us in Atlanta, GA, March 26 to 28, 2012, for the IQPC Strategic Performance Management & Measurement Summit. For more information or to register, visit www.performancemgmtconference.com or email firstname.lastname@example.org.