执行力-结果导向的执行文化-Franklin-Covey课件

CreatingaCultureofExecution1CreatingaCultureofExecutioJFKSpeechtoCongress“Ibelievethatthisnationshouldcommititselftoachievingthegoal,beforethisdecadeisout,oflandingamanonthemoonandreturninghimsafelytotheearth.”2JFKSpeechtoCongress“IbelieJFKATRICEUNIVERSITY“Wechoosetogotothemoon.Wechoosetogotothemooninthisdecadeanddotheotherthings,

notbecausetheyareeasy,butbecausetheyarehard,becausethatgoalwillservetoorganizeandmeasurethebestofourenergiesandskills,becausethatchallengeisonethatwearewillingtoaccept,oneweareunwillingtopostpone,andonewhichweintendtowin…Irealizethatthisis,insomemeasure,anactoffaithandvision,forwedonotknowwhatbenefitsawaitus.

ButifIweretosay,myfellowcitizens,thatweshallsendtothemoon,240,000milesawayfromthecontrolstationinHouston,agiantrocketmorethan300feettall,thelengthofthisfootballfield,madeofnewmetalalloys,someofwhichhavenotyetbeeninvented,capableofstandingheatandstressesseveraltimesmorethanhaveeverbeenexperienced,fittedtogetherwithaprecisionbetterthanthatofthefinestwatch,carryingalltheequipmentneededforpropulsion,guidance,control,communications,foodandsurvival,onanuntriedmission,toanunknowncelestialbody,andthenreturneditsafelytoearth,re-enteringatmosphereatspeedsofover25,000milesperhour,causingheatabouthalfthatofthetemperatureofthesunanddoallthis,anddoitright,anddoitfirstbeforethisdecadeisout,then

wemustbebold.” -PresidentJohnF.Kennedy3JFKATRICEUNIVERSITY“Wechoo“Upisnotaneasydirection.”4“Upisnotaneasydirection.”TheChallenge:AbilitytoExecute“Leadershipwithoutthedisciplineofexecutionisincompleteandineffective.Withouttheabilitytoexecute,allotherattributesofleadershipbecomehollow”—LarryBossidyChairman,HoneywellInternational5TheChallenge:AbilitytoExecTHEPOWEROFFOCUS01–22–3GoalsAchievedWithExcellence11–204–102–3NumberofGoals6THEPOWEROFFOCUS01–22–3GoalsAleaderwhosays“I’vegottenpriorities”doesn’tknowwhatheistalkingabout.Hedoesn’tknowhimselfwhatthemostimportantthingsare.You’vegottohavethesefew,clearlyrealisticgoalsandpriorities…LarryBossidy&RamCharan,Execution:TheDisciplineofGettingThingsDone,NewYork:CrownBusiness,2002OurPartner7Aleaderwhosays“I’vegotteWILDLYIMPORTANTimportant

adj.1:meaningagreatdeal;havingsignificance,value

wildlyimportant

adj.1:ofvisionaryandstrategicimport;carryingseriouseconomicconsequence;potentialforunbelievablesatisfactionofkeystakeholders;causingintenseexcitementandenthusiasm

8WILDLYIMPORTANTimportantadj.WildlyImportantGoals=TheBIGWIGSWhyWIGS?9WildlyImportantGoals=WhyWIHarrisInteractiveSMMcKinsey&CompanyRamCharan10HarrisInteractiveSMMcKinsey&Synergy

Focus

8StandardsofExecution11SynergyFocus8StandardsofEClarity

Commitment

Translation

Discipline

Enabling

Collaboration

Trust

Accountability

Synergy

Focus

Dopeopleknowwhattodo?8StandardsofExecution12ClaritySynergyFocusDopeoplLackofClarity13LackofClarity13Clarity

Commitment

Translation

Discipline

Enabling

Collaboration

Trust

Accountability

Synergy

Focus

8StandardsofExecutionDopeopleknowwhattodo?2.Dotheywanttodoit?3.Dotheyknowhowtodoit?4.Dotheysustainthecourse?5.Dotheyworktogether?14ClaritySynergyFocus8StandaClarity

52Commitment

52Translation

43Discipline

65Enabling

32Collaboration

49Trust

59Accountability

57Synergy

49Focus

53XQ51

(NationalAverages)215Clarity52Synergy49Focus53XQxQResults:IndividualsinTypicalOrganizationsIclearlyunderstandmyorganization’smostimportantgoalsCannametheirorganization’smostimportantgoalsPercentoftimespentonorganization’smostimportantgoalsThegoalsofmyworkgrouparetranslatedintomyindividualworkgoalsMyindividualworkgoalsaretranslatedintodailytasksand/orperformancestandards 44%15%49%25%32%16xQResults:IndividualsinTypxQ:TeamsinTypicalOrganizationsMyorganization’smostimportantgoalsaretranslatedtothegoalsofmyworkgroupIndividualtasksarereviewedatleastmonthlywithmymanagerWeworkinanatmosphereoftrustwherepeoplecanexpressdifferencesofopinionfreelyWeholdeachotheraccountablefordoingwhatwecommittodo

27%12%56%46%17xQ:TeamsinTypicalOrganizatxQ:TypicalOrganizationsMyorganizationhasdecidedwhatitsmostimportantgoalsareMyorganizationhasclearlycommunicateditsmostimportantgoalsPeoplegetrecognizedandrewardedfordoingthingsthatsupportkeygoalsMyorganizationconsistentlyachievesitsmostimportantgoals

52%43%33%21%18xQ:TypicalOrganizationsMyorFourDisciplinesofExecutionFocusonthe“wildlyimportant”notthemerelyimportant.Buildmeasuresthatmotivate.Translate30,000footgoalsintonewfrontlinebehaviors.Winasateam.19FourDisciplinesofExecutionFMymanager...RankingIsahardworker1Prioritizesworksoourtimeisspentonthemostimportantissues74Setsclearexpectationswhenassigningtasks75Plansaheadtoreducehavingtoworkinacrisismode76Providesfeedbackonourgroup’sperformance77MANAGERSWORKHARDBUTFAILTOPROVIDEFOCUSANDDIRECTION

Morethan2.5millionworkerswereaskedtoranktheirmanagersonascaleof77pre-determinedcharacteristicsinthisFranklinCoveyProfilestudy.(Source:FranklinCoveyProfileCenterAggregateReport,2002)Whereitbegan…20Mymanager...RankingIsahWorkCompass—ExecutionTool21WorkCompass—ExecutionTool21FourDisciplinesofExecution#1:FocusontheWildlyImportant22FourDisciplinesofExecution#“Afterfiveyearsofresearch,I’mabsolutelyconvincedthatifwejustfocusourattentionontherightthings—andstopdoingthesenselessthingsthatconsumesomuchtimeandenergy—wecancreateapowerfulFlywheelEffect.”JimCollinsGoodtoGreat23“Afterfiveyearsofresearch,ExecutionDiscipline#1:FocusontheWildlyImportantIdentify2or3“MUSTDO”goalsStatethemsothattheyareself-orientingandgalvanizingGainline-of-sightunderstandingandcommitmentallthewaytofront-lineAlignresources,recognition,andincentivestoreinforcecommitment24ExecutionDiscipline#1:FocuFourDisciplinesofExecution#2:BuildMeasuresthatMotivate25FourDisciplinesofExecution##2:BuildMeasuresthatMotivate

Onceyoureachacertainlevel,everyoneisgood,andeveryonetrainshard.Thedifferenceiswhoismoremeticulous,willingtofindthesmallestincrementsoftime,andasyougetolderandmoreexperienced,thepercentagegainsgrowsmallerandsmaller.Youhavetobecomeaslavetodata,toperformanceindicatorslikepedalcadence,andpoweroutputmeasuredinwatts.Youhavetomeasureliterallyeveryheartbeat,andeverymorselyoueat,downtoeachspoonfulofcereal.Ifyouweightoolittle,youwon’thavethephysicalresourcestogenerateenoughspeed.Ifyouweightoomuch,yourbodyisaburden.Itisamatterofpowertoweight.WhoknowswhenyoumightfindawinningmargininawindtunnelinDecember,duringequipmenttesting?Youmightfindanotherfractionoftimeinyourpositiononthebike,orinahelmet,orinthecompositionofawheel…becausethesmallestthing,likemovingyourhandsonthehandlebars,couldmakeyouthreesecondsslowerover25miles.” -LanceArmstrong- 26#2:BuildMeasuresthatMotivFourDisciplinesofExecution#3:Translate30,000footgoalsintonewandbetterfront-linebehaviors27FourDisciplinesofExecution##3:TranslateGoalsintoNewandBetterActivitiesandBehaviorsThegoalsofmyworkgrouparetranslatedintomyindividualworkgoals: 25%Myindividualworkgoalsaretranslatedintodailytasksand/orperformancestandards: 32%28#3:TranslateGoalsintoNew2929TranslatingGoalsintoNewandBetterBehaviors“Thebestthingaboutnotplanningisthatfailurecomesasacompletesurprise,notprecededbyaperiodofworryanddepression.” -Authorunknown30TranslatingGoalsintoNewandTRANSLATEGOALSINTOACTION—Activities&TasksSetupWOWdisplayPurchaseproductSetupWOWdisplayPurchaseproductRunanadRunanad31TRANSLATEGOALSINTOACTION—AcFourDisciplinesofExecution#4:WinTogether32FourDisciplinesofExecution##4:WinTogetherWeholdeachotheraccountablefordoingwhatwecommittodo: 46%Individualtasksarereviewedatleastmonthlywithmymanager: 12%Weworkinanatmosphereoftrustwherepeoplecanexpressdifferencesofopinionfreely 46%33#4:WinTogetherWeholdeachFourDisciplinesofExecutionFocusonthe“wildlyimportant”nott