7.) The Pig or the Chicken?

Transcript

In a bacon and egg breakfast who is really committed? The chicken participated… the pig was committed. How many of your team members are “involved” versus genuinely committed to getting it done?

Here’s how to ensure that your people GET IT,OWN IT, AND MOST IMPORTANTLY…DO IT.

Number 1 Clarify your strategic goals and metrics until your people GET IT. Take the fuzziness out.

Number 2 Give your people the authority to take action and to make decisions that really matter. Only when the feel they have the power to act with they OWN IT.

Number 3 Make it matter to your people. What is in it for them if they DO IT? Connect your rewards, both tangible and intangible to getting what matters most… done.

Make it happen!

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1.) The Strategy Execution Dilemma

1.) The Strategy Execution Dilemma

2.) Strategy Execution Can Be a Competitive Advantage

2.) Strategy Execution Can Be a Competitive Advantage

3.) The Three Commandments for Strategy Execution

3.) The Three Commandments for Strategy Execution

4.) Back to Basics Strategic Planning

4.) Back to Basics Strategic Planning

5.) Strategy Execution Needs Clarity

5.) Strategy Execution Needs Clarity

6.) Fly Further

6.) Fly Further

7.) The Pig or the Chicken?

7.) The Pig or the Chicken?

8.) So Exactly Where Are We?

8.) So Exactly Where Are We?

9.) Your Strategic Signature

9.) Your Strategic Signature

10.) Meaningful Mission Statements

10.) Meaningful Mission Statements

11.) Assessing the Strengths of Your Organization

11.) Assessing the Strengths of Your Organization

12.) Assessing the Weaknesses of Your Organization

12.) Assessing the Weaknesses of Your Organization

13.) Identifying Threats and Opportunities

13.) Identifying Threats and Opportunities

14.) Focus on Your Value Proposition

14.) Focus on Your Value Proposition

15.) The Power of Positive Tension

15.) The Power of Positive Tension

16.) Mission or Vision?

16.) Mission or Vision?

16.) Mission or Vision?

17.) Values or Empty Platitudes?

18.) Strategic Alignment Beats the Competition

18.) Strategic Alignment Beats the Competition

19.) If You Can’t Hum It

19.) If You Can’t Hum It

20.) The Grit Gap

20.) The Grit Gap

21.) The Strategic Few; Game Changers

21.) The Strategic Few; Game Changers

22.) Success Metrics, Goals and Initiatives

22.) Success Metrics, Goals and Initiatives

23.) 4 Levels of Authority

23.) 4 Levels of Authority

24.) The Magic Of Outputs

24.) The Magic Of Outputs

25.) The Power of Execution Debriefs

25.) The Power of Execution Debriefs

26.) Working On The Business

26.) Working On The Business

The Three Pillars

The Three Pillars

Silos, Authority and Involvement in Decision Making

Silos, Authority and Involvement in Decision Making

The Importance of Clarity

The Importance of Clarity

Getting Buy-In and Consensus

Getting Buy-In and Consensus

Diversity as a Source of Innovation and Creativity

Diversity as a Source of Innovation and Creativity

The Importance of Structure and Process in Strategic Planning

The Importance of Structure and Process in Strategic Planning

Consensus and Communication

Consensus and Communication

The Management and Leadership Journey

The Management and Leadership Journey

Managing with Agility and Responsiveness

Managing with Agility and Responsiveness

What is a Customer Value Proposition?

What is a Customer Value Proposition?

Building Confidence and Trust In Others

Building Confidence and Trust In Others

Brent Cornelissen Ahas and Learnings

Brent Cornelissen Ahas and Learnings