If doing something once a day is good for business, does doing it twice double the impact?
Strategic Discipline Blog
When Jack Welsh was at GE he had a philosophy to have less people, paid more with a lower total wage cost.
“Everybody talks about the weather, but nobody ever does anything about it,“ is a quote attributed to Mark Twain.
Monday I spent 8+ hours with one of my clients working on strategic and annual planning for 2014. I purposely say strategy and planning because they are two separate elements to work on.
What’s the number one function of a leader? It’s the ability to predict.
“The fundamental journey of a growing business is to create a predictable engine for generating wealth as it creates products and services that satisfy customer needs and creates an environment that attracts tip talent.” Verne Harnish, Mastering the Rockefeller Habits
Unless a company has the ability to determine where it is today and project where its’ going to be this week, this month, this quarter, and this year, it’s not on a trajectory for growth. It might not even be on track for survival. A favorite quote of mine is, "When you’re green you grow, when you’re rip you rot!"
Ultimately the reason for imposing structure and instituting systems is to achieve predictability.
This is why Strategic Discipline is such a critical piece to success.
Determine your priorities. Create and monitor metrics. Develop Meeting Rhythms to build a Cadence of Accountability.
What inhibits you from speaking out?
Recently I had the opportunity to hear a group of team members extoll the leadership characteristics of one my clients through their Core Values review (discussed in this blog) Several of the team recognized his integrity, straightforwardness and absolute commitment to excellence. The messages were sincere, heartfelt and real. It was apparent they have great respect, reverence, and dedication to their leader.
Who should your leadership team be made up of? This depends on the size of your company. Your leadership team that attends daily huddles, weekly, monthly, quarterly and annual planning meetings should be the people that have the greatest impact on your business, and provide critical data and influence on your customers and employees. Regardless the size of your company your leadership team shouldn’t exceed ten in number. Beyond this it gets a bit unyielding.