In the story of the Hikers and the Bear, the external factor (the Bear) was
common to both parties and both initially had an equal chance of being mauled (or escaping). However, the readiness and swift response of one of them meant that he was able to take a relatively better performance position than his competitor (probably also Friend but at this moment that element appears to have been temporarily suspended).
The same is true for your Organisation and your Leadership; Being prepared
through good Strategic Planning, solidly planning the execution of your strategy and executing it with excellence, combined with the agility to respond to external stimuli, are critical and it is only through Focussed, Disciplined and High Stamina Leadership that your Organisation will beat its competition.
The recipe for success is, first and foremost, to accept your responsibility and accountability for this Leadership Role and to ensure that the seeds for success are planted and nurtured to maturity within your Organisation:
1. Strategic Planning:
- Ensure that you have answered the Why? of the Organisation in terms of its reason for existence
- Provide a clear Vision, Mission and Values for the Organisation, which are Customer Centric and which have been 'Socialised' and are embedded over a long period of time through constant dialogue, Role Modelling and Participation
- Determine the Strategic Objectives of the Organisation for the coming 5 Years, with ambitious, achievable, targets and communicate them throughout the Organisation
- Deploy the Strategic Objectives with a Solid 'Policy Deployment' approach that ensures the optimal balance between Ambition, Capability and Success
- Ensure that choices are made not only about what to do but what not to do
2. Excellence in Execution:- Through your Policy Deployment approach, provide the focussed attention and
long-term thinking to assure success:
- Guard the Organisation from changes to Objectives due to 'whims', only allowing changes after formal review, with fact based reasoning for the change and with the mindset of 'stop one to do one' avoiding that new initiatives overload the business through an 'on-top-of' approach
- Coach People constantly, enabling them to problem solve and building the Organisational Capability to perform through Short-Interval control Daily Management
- Be an Activist Leader, actively involved in the execution of the Strategy and Daily Problem Solving
- Through a Disciplined adherence to the plan, be Agile for the necessary changes when external factors dictate it. This is the dichotomy of Discipline; it actually provides the basis for agility rather than stifles it
3. Focussed, Disciplined, High Stamina Leadership:
- Everyday demonstrate, through action, your commitment to the Vision, Mission and Values of the Organisation
- Be focussed on the Strategic Plan and do not get distracted by the next big thing
- Be open and actively understanding the changing environment; ready to incorporate new ideas, inventions, approaches, etc., into the Strategy. However, do this in a way that is managed and does not disrupt the Organisation through a constant change in Goals and Priorities
- Do not overload the Organisation with 'On-top-of' initiatives through a frustration in the lack of progress in the existing Initiatives. Instead, understand why performance is not where it ought to be and Problem Solve with your People
- Have the Stamina to see the Long-Term Goals through to completion; don't give up due to an inability to maintain the momentum.
With true Leadership, regardless of external factors, the Organisation can prosper and hopefully avoid the proverbial mauling from a Bear...
There are many Lean Leadership Books out there but I have reviewed those that I think are of most use on my Book Recommendations page.
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