Covey Leadership Challenge

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Delivering Results as a Principle-Centered Leader Execution: The Leadership Challenge of the 21st Century

The Challenge: Ability to ExecuteLeadership without the discipline of execution is incomplete and ineffective. Without the ability to execute all other attributes of leadership become hollow Larry Bossidy Chairman, Honeywell International

Business Plans--Execution

#1 REASON WHY LEADERS FAIL?

70% of strategic failures are due to poor execution of leadership. Its rarely for lack of smarts or vision.Source: Charan, R. and Colvin, G. Why CEOs Fail, Fortune, June 21, 1999.

Ram CharanMcKinsey & Company

HarrisInteractive

SM

Agenda1. Leadership and Execution 2. Identify your agencys Execution Challenge 3. Research on root-cause break downs in execution. 4. What a Leader Needs to Know (The Principles of Execution) 5. What a Leader Needs to Do (The Process for Executing)

WILDLY IMPORTANTimportant adj. 1: meaning a great deal; havingsignificance, value

wildly important adj. 1: of visionary andstrategic import; carrying serious economic consequence; potential for unbelievable satisfaction of key stakeholders; causing intense excitement and enthusiasm

THE POWER OF FOCUSNumber of Goals Goals Achieved With Excellence

23

410

1120

23

12

0

A leader who say s I ve got ten priorities doesn t know what he is talking about. He doesn t know himself what the most important things are. You ve got to have these few, clearly realistic goals and prioritiesLarry Bossidy & Ram Charan, Execution: The Discipline of Getting Things Done, New York: Crown Business, 2002

Execution ChallengeW.I.G.sWildly Important Goals

Tasks / ActivitiesWho?_____________ What Different? __________________ __________________

Execution

_______________ _______________ _______________What is the most important goal of the business unit?

Model

Not yet

Never

__________________ __________________ __________________Is there a group of people that have to learn something new or do something different, in order for you to be successful? What % models this behavior? What % need to, in order for you to achieve your WIG

Ritz-Carlton

1Wildly Important Goals

Strategic Bet

2

3Execution Bet

Tasks / Activities

Execution

100% Guest Retention

Who: (Group) House Keeping What: (Do Different) 1. Gather information on individual preferences 2. 3. Converse with guests Input data into computer system

8020 ___%Model

60 ___%Not yet

20 ___%Never

?

Technical or HumanProcess Plan Tools Buy in Clarity Accountability

W.I.G.s

Tasks / Activities

ExecutionPrinciples Process

What a Leader needs to Know

What a Leader needs to Do

W.I.G.S.

Tasks / Activities

ExecutionPrinciplesProcess Process GaugeClarity Commitment Translation Discipline Enabling Trust Collaboration Accountability

8 Principles of Execution

Focus

Synergy

8 Principles of ExecutionClarity1. Do they know whats most Important

Focus

Commitment Translation Discipline Enabling

Synergy

Collaboration Trust Accountability

Lack of Clarity

8 Principles of ExecutionClarity1. Do they know whats most Important 2. Do they want to do it? 3. Do they know how to do it? 4. Do they sustain the course?

Focus

Commitment Translation Discipline Enabling

5. Do they work together?

Synergy

Collaboration Trust Accountability

xQ Results1. Do people know what to do? 44% of employees say they dont know theircompanys highest priorities

2.

Do they want to do it? Only 19% feel a strong sense of commitment to thecompanys goals

3.

Do they know how to do it? 9% believe their work has a strong link to theirorganizations top priorities

4.

Do they have the discipline? People spend less than half their time (49%)on activities linked to the organizations key priorities

5.

Do they work together? Only 31% feel they can express themselveshonestly and candidly at work

The Focus & Execute Gap: Execution is a systematic way of exposing reality and acting on it. Most organizations dont face reality very well . . . thats the basic reason they cant execute.(Ram Charan, Execution, pg. 22)

XQ51 (National Averages)Clarity 52

Focus

Commitment 52 Translation 43 Discipline 65 Enabling 32

Synergy

Collaboration 49 Trust 59 Accountability 57

Cortez Example 1st Survey

XQ

34

(First XQ Survey)4/02 National Ave.

Focus 35

Clarity Commitment Translation Discipline Enabling Collaboration Trust Accountability

24 39 19 61 31 39 30 34

52 52 43 65

Synergy 33

32 49 59 57

3

Cortez Example 2nd Survey

XQ

59

(Second XQ Survey)4/02

10/02

Focus 61

Clarity Commitment Translation Discipline Enabling Collaboration Trust Accountability

24 39 19 61

51 41 61 65 31 59 69 66

Synergy 56

31 39 30 34

4

Delivering Results as a Principle-Centered Leader Execution: The Leadership Challenge of the 21st Century

Other Approaches?

W.I.G.s

Tasks / Activities

ExecutionPrinciples Process

What a Leader needs to Know

What a Leader needs to Do

W.I.G.S.

Tasks / Activities

ExecutionPrinciplesProcess Process GaugeClarity Commitment Translation Discipline Enabling Trust Collaboration Accountability

xQ

Execution Quotient

The Focus & Execute Gap: Execution is a systematic way of exposing reality and acting on it. Most organizations dont face reality very well . . . thats the basic reason they cant execute.(Ram Charan, Execution, pg. 22)

Process ExecutionPrinciples Process

Wildly Important Goals

Tasks / Activities

Execution:The 4 Disciplines of High-Performing Teams

1. Focus W.I.G.s

1. Focus on the Wigs

Humans beings are genetically hard wired to focus on one thing at a time with excellence

Process Execution ExecutionPrinciples Process

Wildly Important Goals

Tasks / Activities

Execution:The 4 Disciplines of High-Performing Teams

1. Focus W.I.G.s 2. Build Measures

2. Build the Measures

There is no such thing as a clear goal without a measure.

Process ExecutionPrinciples Process

Wildly Important Goals

Tasks / Activities

Execution:The 4 Disciplines of High-Performing Teams

1. Focus W.I.G.s 2. Build Measures 3. Translate to Action

3. Translate into Action

New goals youve never achieved before require new behaviors youve never done before

Process ExecutionPrinciples Process

Wildly Important Goals

Tasks / Activities

Execution:The 4 Disciplines of High-Performing Teams

1. Focus W.I.G.s 2. Build Measures 3. Translate to Action 4. Report the Results

4. Report Results

Individuals on high performance teams do not tolerate mediocrity, they hold themselves and each other accountable for results and activities.

Wildly Important Goals

Tasks / Activities

ExecutionPrinciples Process

Execution:The 4 Disciplines of High-Performing Teams

1. Focus W.I.G.s Qtr / Yr 2. Build Measures Qtr / Yr 3. Translate to Action Wk 4. Report the Results Wk

The Process

Wildly Important Goals

Tasks / Activities

ExecutionPrinciples Process

Execution:The 4 Disciplines of High-Performing Teams

1. Focus W.I.G.s Qtr / Yr 2. Build Measures Qtr / Yr 3. Translate to Action Wk 4. Report the Results Wk

Herding Cats

Norfolk Naval Shipyard

Norfolk is a 200+ year old shipyard, Largest in the world, Civilian, Military, and 8 Unions 8,000 people

Norfolk Naval Shipyard

Handles every type of repair and refueling Handles every type of ship in the Navy Anytime Anywhere

Norfolk Naval ShipyardImpact of Execution Disciplines over the last 5 years:

What they did?1. Focused the leadership from 16 goals at a time to 5 - currently moving to 3 2. Took the five goals and translated them to the deckplate (front-line).

Norfolk Naval ShipyardImpact of Execution Disciplines over the last 5 years:

What they did?3. Built scoreboards in the shipyard, ship by ship 4. Defined performance standards and codes of conduct, and put them "on the ground" from the leadership team to the deck workers

Norfolk Naval ShipyardImpact of Execution Disciplines over the last 5 years:

What they got?1. Reduced cycle time on major maintenance from roughly 27 months to 20 2. Minor maintenance from 14 months to 11 3. They went from a $16 mm operating loss to a $40 mm profit (to return to the Navy) over the five year period. 4. Union Grievances went from 60 a year to virtually none

This Execution Approach was born at the shipyard at the demand of the Shipyard Commander to be able to take a specific goal and get it to the deck plate (the front-line) very fast, very effectively, and completely. He demanded it and we created it. That's the short story. -Jim Stuart, Franklin Covey

70 percent of strategic failures are due to poor execution of leadership its rarely from lack of smarts or vision Ram Charan

4 Reasons Why People Do Not Reach Their Goals People and Teams do not know the goal Too many goals Goals are not clear

People and Teams do not know what to do to achieve the goal Goals are n