Managing for Results


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  • Welcome every one. Introduce self. This is a group of all chambers of commerce folks. Ask them to give a brief intro to what their position in the chamber is and its size by staff and revenue. This is important for discussion of various revenue options and who you can network with for ideas. Note on flipchart.
  • Managing for Results

    1. 1. Managing for Results Institute for Organization Management Victoria G. Axelrod Principal Axelrod Becker Consulting 7/31/06
    2. 2. Learning Objectives: <ul><li>Defining organizational and individual accountability. </li></ul><ul><li>Using accountability measures to manage for desired results. </li></ul><ul><li>Avoiding common pitfalls </li></ul><ul><li>Techniques for success </li></ul>
    3. 3. Start with the Big Picture Conversation: Scan Environment Culture Stakeholder Network: Wants and Needs Strategy Structure Systems Shared Values
    4. 4. One Corporate Page Understood by Everyone <ul><li>Mission: </li></ul><ul><li>Vision: </li></ul><ul><li>Strategic Intent or BHAG: </li></ul><ul><li>Top Five Goals of the Organization: </li></ul><ul><li>Shared Values: </li></ul>
    5. 5. Business Unit, Department or Team Role in the Strategy Corporate Strategy Mission Vision SI Top Goals Shared Values Membership Development Role in the Strategy Which Goals do they support How Who What Time/Milestones Values Director of Membership Development Role in Strategy Which Goals How Who When Time/Milestones Values Keep Job Descriptions Generic Role in Strategy will get Results Role is where Value is Created
    6. 6. Formal and Informal Organization Knowing how work really gets done. <ul><li>Hierarchy and authority = sanction </li></ul><ul><li>Network and stories, sense making, influence, story vs. B School Jargon </li></ul><ul><li>- Cirque du Soleil </li></ul><ul><li>- Starbucks </li></ul>
    7. 7. Mapping Accountability <ul><li>Everyone will be Able to Answer: </li></ul><ul><li>Where are we going as an enterprise? </li></ul><ul><li>What is my/our role in that? </li></ul><ul><li>How will we/I go about it? </li></ul><ul><li>Where do we need to be by the end of 20__? </li></ul><ul><li>SMART Goals </li></ul>
    8. 8. Welchisms <ul><li>To stimulate performance, managers should assess their employees’ work and constantly keep in touch with the employees to encourage improvement. </li></ul><ul><li>You got grades back in school, so why not now? Not having differentiation is the cruelest thing in a company. People need to know where they stand. </li></ul><ul><li>20-70-10 system </li></ul><ul><li>Stars - the top 20 percent performers, are rewarded with hefty financial bonuses and recognition </li></ul><ul><li>Lemons - the bottom 10 percent, are replaced. </li></ul><ul><li>Middle - 70 percent need to be told what to do to get into the top 20 percent. </li></ul><ul><li>Mission and values — define them clearly. Set the tone of your company and then exhibit the behavior. You can’t be afraid to put it out there. </li></ul>
    9. 9. The Bell Shaped Curve <ul><li>Common Pitfalls: </li></ul><ul><li>Hiring </li></ul><ul><li>Leading </li></ul><ul><li>Measuring and Rewarding </li></ul>
    10. 10. Behavior is the Evidence of Cognition <ul><li>Performance = </li></ul>Attitude/EI Skills and competence Coaching/360 Feedback Network
    11. 11. One Stop Online Portal for Managing Performance
    12. 12. Department or Project View
    13. 13. Individual View
    14. 14. Pitfalls <ul><li>Performance Management is not Performance Appraisal or Evaluation Forms/Systems </li></ul><ul><li>Copying another organization’s system and hoping for similar results </li></ul><ul><li>Technology is an enabler not a driver </li></ul><ul><li>Lack of focus </li></ul><ul><li>No connection to reward and compensation </li></ul><ul><li>Gaming the system </li></ul>
    15. 15. Techniques for Success <ul><li>Start from the outside in </li></ul><ul><li>Start with the big picture </li></ul><ul><li>Articulate the strategy </li></ul><ul><li>Co-create strategy, involve everyone in the process </li></ul><ul><li>Articulate the milestones </li></ul><ul><li>Make sure everyone knows their role in making it happen – who is accountable and responsible for what, when and how. </li></ul><ul><li>How they will be measured </li></ul><ul><li>How they will be rewarded </li></ul><ul><li> </li></ul>
    16. 16. Techniques for Success <ul><li>Self-generated Quarterly reviews </li></ul><ul><li>Annual Review </li></ul><ul><li>Technology Enabled Process </li></ul>
    17. 17. Resources and References <ul><li> </li></ul>
    18. 18. References and Resources <ul><li>The Future of Competition: Co-Creating Unique Value with Customers (Hardcover) by C. K. Prahalad , Venkat Ramaswamy </li></ul><ul><li>The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations (Hardcover) by Robert L. Cross , Andrew Parker , Rob Cross </li></ul><ul><li>Execution: The Discipline of Getting Things Done (Hardcover) by Larry Bossidy , Ram Charan , Charles Burck </li></ul>
    19. 19. Summary <ul><li>Defining organizational and individual accountability. </li></ul><ul><li>Using accountability measures to manage for desired results. </li></ul><ul><li>Avoiding common pitfalls </li></ul><ul><li>Techniques for success </li></ul>