You keep a close eye on your team’s performance. But what if your scorecard shows that your team is falling short of its goals or is experiencing another issue? The fourth factor to managerial success comes into play here. It’s intended to assist you in identifying critical issues before they have a negative impact on your organization. IDS, or identify, discuss, and solve, is the name of the game.
Begin by establishing a list of everything that isn’t working as it should, and make sure your employees feel comfortable reporting any issues. Then, using the three techniques outlined above, approach the challenges.
First, figure out what’s going on, keeping in mind that certain problems may be indicators of larger difficulties. Then have a discussion, allowing everyone on your team to express their thoughts on important topics and offer solutions. Finally, decide on solutions to solve. Often, the best way to handle a problem is to allocate a specific assignment to a certain individual. The problem should, in theory, go away once they finish this activity.
Your company’s fundamental processes, like your body’s critical organs, keep it functioning smoothly. Companies, on average, have seven such departments, such as marketing, human resources, and operations. The Entrepreneurial Operating System’s fifth component is these processes.
You must identify, document, and simplify them all in order for your organization to prosper. Here’s how to do it. The first stage is for your leadership team to make a list of all of your company’s critical procedures. Once your leadership team has a good understanding of how these processes work in your firm, they can start looking for methods to streamline them.
Make sure that everyone on the team agrees on the list and that the different processes are referred to by the same names. This will help to clarify things and make work easier in the future. Once you’ve come to an agreement on a list, have the personnel in charge of each process document each critical step. The head of human resources, for example, might jot down the processes she takes when hiring, orienting, and firing personnel.
After that, you should go over the procedure with yourself. You’ll likely find certain stages that are redundant or areas that might be simplified by looking at the actions that team members have stated, such as with technology.
Even when the identical documents are saved and filed both in the cloud and on the firm’s intranet servers, you can find that a department prints and files a paper duplicate of every company document. In this scenario, printing simply adds to the workload and costs.
After you’ve identified redundancies, you can eliminate other needless jobs and streamline procedures as much as possible. The next step is to make sure that your processes align with your company’s core values, which you and your leadership team determined from the beginning.
If family orientation is one of your fundamental principles, for example, you should not only sell family-friendly items but also provide family-friendly working conditions, such as paid family leave.
It’s time to study the final step of the Entrepreneurial Operating System now that your procedures are under control. The concept of “quarterly rocks” as modest milestones aids in the achievement of your company’s larger objectives. However, in order for these rocks to be effective and bring you to success, you must set new goals on a regular basis.
To do so, meet with your leadership team once a quarter to discuss progress and set goals for the following quarter. Setting quarterly goals is useful since 90 days is about the maximum amount of time one individual can devote to a single project.
Have your leadership team make a list of everything that has to be done in the next quarter at the meeting. On average, teams should score 10 to twenty goals. The second phase is to examine ideas and narrow them down to seven top priority goals, or rocks, because this is much too numerous to practically achieve.
Rocks are distinct from objectives in that they are explicit, measurable, and reachable. One of your rocks, for example, could be to recruit a new human relations expert. Once you’ve decided on your top priorities, make sure you hold people accountable for them. Assign each rock to a member of your leadership team who will be responsible for bringing it to life. It’s critical that each rock be assigned to only one person; when numerous people are in charge, no one feels accountable.
After you’ve assigned all of your rocks, each member of your team should set a personal rock. This can occur on a “rock sheet,” which is a diagram that lists both business and individual rocks. This list can be used to track progress at weekly meetings. You can ensure maximum accountability by clearly defining each leader’s responsibilities.
Finally, share the company’s rocks with everyone in the company and have each department create its own rocks. Invite everyone to a quarterly gathering where you can show off new rocks and discuss those from the previous quarter.
From here, departments and workers can choose one to three individual rocks that align with the company’s overall goals. You must build a clear and comprehensive business plan in order to achieve traction in the market. That’s not all, though. It’s also crucial to have the proper personnel in the right places, keep track of data, streamline operations, and account for any potential problems in your company.
Gino Wickman’s book Traction: Get a Grip on Your Business recommends shouting “tangent alert!” to keep meetings focused. Participants go off on tangents or deviate from the topic at hand, causing meetings and debates to drag on. To avoid this, have meeting participants say “tangent alert!” if they detect a discourse veering off track. This will assist your team in remaining focused and achieving the meeting’s objectives.
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