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The senior team consisted of brilliant scientists who spent all their time trying to prove they were right. The discussion was insightful and erudite, but in the end nothing got done.
Active conversations should comprise offers, counteroffers, commitments, and refusals rather than endless assertions about the state of nature.
In the biotech company, the senior executives eventually agreed to make clear requests of one another and provide only the background information necessary to flesh out those requests for potential providers.
One of the executives was tasked with interrupting those who went overboard explaining their rationales. Potential providers were allowed two rounds of questioning for clarification.
They were then required to get back to the customer within 48 hours with a refusal, a commitment to act, or a counteroffer.
Conversations should comprise offers, counteroffers, commitments, and refusals rather than endless assertions about the state of nature.
In many organizations, people feel compelled to comply with each and every request in order to be seen as team players, please their bosses, or avoid looking like jerks.
But when the response to every request is yes, what does it really mean? The most effective promises are not coerced; they are voluntary. The provider has viable options for saying something other than yes.
Contracts signed under duress are not binding in a court of law. Similarly, psychologists have found, people assume little personal responsibility for promises made under threat although they may comply out of fear.
By contrast, people feel deeply obliged to follow through on a promise if they exercised free will in making it.
Of course, managers should recognize that some team members may abuse an opt-in philosophy toward making promises.
Keeping commitment-phobic employees on the team degrades the power of promises for everyone else. Customers and providers should clearly acknowledge who will do what for whom and by when.
Implicit promises are quick and easy to establish but often result in misunderstandings. The customer and the provider must be explicit about their promise throughout its life cycle.
Requests must be clear from the start, progress reports should accurately reflect how the promise is being executed, and success or failure should be outlined in detail at the time of delivery rather than after the fact, during a quarterly performance check-in or through annual degree feedback.
A large hydroelectric engineering joint venture we worked with recognized the need for clarity of organizational promises and created a system for making sure the lines of communication stayed open between customers and providers.
From its inception in , Voith Siemens Hydro Power Generation battled upstart Chinese and Indian manufacturers at the low end of the market and established rivals, including GE and Alstom, at the high end.
Voith Siemens decided that the best way for it to compete would be to offer its customers integrated solutions—entire power houses, including turbines, generators, and other components.
To make this strategy work, however, managers needed to re-create the way employees in different disciplines, departments, and regions coordinated their activities.
CEO Hubert Lienhard and his team initiated a program to improve the quality of commitments people in the organization were making.
The engineers in the various disciplines, for instance, created and widely distributed a set of checklists and memo templates to be used as guides for making requests and promises.
The checklists specified a half-dozen or so aspects of any request or promise that must be explicit to both parties.
Focus on results. When teams eliminate common dysfunctions, then positive peer pressure exists to perform, execute, and deliver according to plan.
For leaders, what should be more than evident is the critical need for proper planning and delegation, i.
As a coach, you can address, or even prevent, these issues by helping leaders keep things clear, organized, and focused. You are in a unique position that allows you to see things from an objective, outside perspective.
Therefore, you should be able to identify potential execution obstacles and help your leaders blow them up.
However, within the people school, there are also divisions. Some experts insist that the right people are hired, not made.
James McNerney, Jr. Hrebiniak is also a firm advocate of better processes. But how many organizations go out and hire bad people?
They all hire good people. Mankins, however, believes both propositions have merit. Cisco, 3M, and GE are all companies that have emphasized both.
Five Keys to Getting the Job Done. Experts at Wharton and Marakon agree that, like everything else in business management, improving execution is an ongoing process.
However, they say there are steps any company can take that should provide some incremental gains.
Sign In. How we use LinkedIn. We also use this access to retrieve the following information: Your full name. Your primary email address. It was a fire fighting situation and the fire was winning!
Nazerath learned never to lose track of the activities in the critical path. Otherwise, schedule delays are bound to happen and you will face project management problems in the Project Execution phase.
With a little support from senior management, things did get better in the project and it was completed. However, with the trouble experienced in the Project Execution phase, it is not surprising the client ran away faster than Road Runner….
Page content. Introduction It all started off well and as expected Elm had carefully created the plans and a team eager to get the job done.
Setting stretch goals helps the group achieve their objectives and generates greater engagement and satisfaction in team members.
To push the group to achieve those goals, pair them with deadlines. While we may not like it, when someone gives us a deadline, our behavior changes.
Simply setting deadlines for goals and objectives goes a long way toward achieving those goals and objectives! When an untrusted leader asks for additional effort, people question their motives and resist their requests.
Moreover, involving your team in the process of setting goals deadlines will increase their sense of commitment and autonomy.