Summary
* Three power changes to implement in the next four weeks that will change your culture, bottom-line and employee confidence!
Analysis
No fluff, let’s cut to the chase with two pivotal, objective attributes:
1. Bottom-line: We know every position, including CEO, fits into the normal bell curve. Roughly 68% of the CEO’s are Average while 17% are Below Average and 17% are Above Average.
a. New Day: Forget where you’ve been, decide now; “Which of these 3 groups will I (objectively) be in when we look back on this global crises. Leadership performance is clouded during the good times, but much clearer during the challenging times.
2. Control: It’s an illusion – forget about it – pursue a path of influence, accountability and financially-savvy business decisions.
Action Plan: (implemented within the framework of your legal, compliance and human resource policies)
Today: Get your Executive Team together and create the new plan. Don’t schedule it more than 2 hours in advance. Have your assistant set it up via a combination of email and a follow-up call. Revenue generation is the only exception to not attending the meeting.
Aggressive Way to Look at Your Responsibilities: You are at war and will perish if you perform average or poorly. Your leadership team has fiduciary responsibility for the number of “body-bags” needed as a result of any casualties resulting from your decisions. Don’t believe me? Look hard at the catastrophic impact produced by decision makers at the Big 3.
Lay out an aggressive Action Plan for the next 4 weeks.
Week #1: What – By Whom – For Whom – Mutually Beneficial Existence. Prove, through margin income segmentation, what Products, Distribution and Clients are Mutually Beneficial. Break down each of your Segment Groups within Products, Distribution and Clients using 5 categories. Use the 3-year Weighted Margin Income Score (WMIS) created from the formula; next 12 (45%), 24 (30%) and 36 (25%) months.
End Result: You’ll have a rank ordered (based on WMIS) list that includes all your possible combinations of Products, Distribution and Clients.
Week #2: Rank order your Talent Portfolio by level (VP, Director, Manager, etc.) into 5 categories with 15% (5’s), 20% (4’s), 30% (3’s), 20% (2’s) and 15% (1’s). This talent ranking considers two variables:
a. (60%) Core competencies perceived to be most valuable that can produce success in my new organizational culture (the new you, not the tired, used-to-be you).
b. (40%) Performance success with the top 85% of my WMIS identified in Week #1.
Week #3: Shift resources to align with your results developed in Weeks #1 and #2. If you need to reduce expenses you’ll look to your bottom 15% from your previously calculated rankings.
Week #4: Observe, listen, watch, ask, walk around – Those leaders at every level in your organization that have not contributed, have demonstrated poor performance during this chaotic, rapid change; can pursue new opportunities.
Intelligent disagreement is welcome, while petty disagreement without alternative solutions in the middle of an open field that is being fired upon; can not be encouraged or embraced.
Hone the processes, deliver improved KPI’s and be the Captain that steers the ship to calmer waters with a crew that will embrace, flourish and earn more money and job security.
As for credibility; the top performers will praise you, non-performers will still criticize you and the majority of your employees will thank you for doing what it took to keep them in their house, putting food on their table and improving their opportunity to contribute in fresh, meaningful ways.
Hopefully there’s an idea or two that you can find, improve upon and use to achieve your desired success!
