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What
We've Found ...
How to
Get Your Business Moving!
The same
problems pop-up again and again
… you ask for NEW
approaches
but are continually
disappointed. Your direct reports
are tied up in meetings while subordinate managers wait
for direction.
If
you want to change performance, you must be BOLD … you must
CHANGE THE
WAY YOU DO THINGS.
The Foundation:
-
LEADERSHIP
involves everyone who
manages others. Teach them the difference between managing and
leading (the best do both), give them real authority and tools. Leaders
are high energy, optimistic, face-to-face. They inspire
others’ performance.
-
COMMUNICATION
is all media, continuous,
formal and informal (informal walk-arounds deliver valuable insights
from customers, staff, suppliers, and share holders.) Communication
must be two-way … listen to understand.
-
ALIGNMENT
is the process of small adjustments to
keep leaders, the organization, customers, strategy, and the leader’s
vision synchronized. Consistently high-performing businesses are never
still.
The Structure:
-
VISION,
or leader’s intent, is where the CEO is leading the business now.
It is NOT the framed mission statement of the founding fathers. It
must be easily understood so that everyone knows what it implies
for her/his functional unit.
-
VALUES
are "how we do things here", the hallmarks of a business’
culture. They’re bottom-up and approved by management. In a merger,
defining values of the new entity is key to seamless integration and
to the "lift" its people should have.
-
CUSTOMER
FOCUS must
be to delight the customer. Knowing the whole story about your clients
is key to creating a meaningful vision and critical to sustaining
the customer loyalty. Ask your best ones and those who threw
you out, frequently.
The
Mortar:
-
STRATEGY
is not an annual ritual
but a work in progress that guides the business to the leader’s
vision in an always-moving customer and market space. It is best created
and executed by those who "see" the customer.
-
MEASURES
& METRICS are
best when timely so you can change the trend, significant
to show only meaningful gaps, and have realistic comparisons to
avoid quibbling. When ranking is consistently too high, raise the
bar.
-
REWARDS
& RECOGNITION encompass
the gamut of celebrations and have value for both recipients and also-rans.
The corollary is that consistently poor performers must be replaced
to achieve significant, continuous improvement.
What
We’ve Found:
Companies
that want to improve performance must make bold changes in the
way they operate.
Contact Gateway Management Group to Get Your Business Moving
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