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Assessing The Executive Leaderís Effective Behavior Published: Sunday, October 22, 2006 By: Mr. Rafael RŪos

During the last 16 years QBS has dedicated its efforts to helping executive leadership teams achieve differentiating performance in their organizations. Our interventions have helped leadership teams to develop and implement strategies directed at optimizing their key resources - capital, technologies, brands, process capabilities and human capital. We have focused on making the Executive Leadership Team directly accountable for human capital value creation and achieving the contributions of the workforce needed to execute its strategy.

As we have stated before, if we are to create differentiating value, our executive leadership team has to create differentiating performance from its workforce. Their success will depend on their ability to reprogram the mindset and mental models of their people, establish a cultural transformation roadmap that is understood and embraced by their workforce and identify the expected leadership and workforce behaviors necessary to execute strategy competitively. At the base there has been an increase emphasis in the differentiation of employees.

But how do we know if our leadership team is on the right track? During the last 10 years we have been studying and refining measurement tools from different researchers, scholars and professional practitioners that have attempted to assess a leaderís effort and success in executing their firmís strategy. While these leadership scorecards should be unique to each company the following has various items that can be applicable to most firms and individual leaders.

You can use the scale of 1 to 5. Were 1 is your major shortcomings, 3 is equal to effective and 5 is a real strength as seen by yourself and others. Assign your score to each  numbered item.  Let us beginÖ.

How effective are you as a leader at creating a mindset by:

1)Providing a persistent, consistent, and eternally optimistic support and advocacy to the execution of the strategy, failure is not an option, 2) Providing a compelling and credible message about the organizationís need to achieve the companyís strategy or undergo a major cultural transformation, 3) Communicating the need for strategy execution face to face, one on one, in small groups, 4) Using symbols, metaphors and short stories effectively in order to energize your organization,  5) Introducing the knowledge and concepts that will serve as the tools to implement the change process and execute the strategy, 6) Discussing strategy execution at every key meeting  and in every resource allocation decisions, 7) Creating a moderate and manageable level of constructive tension or generating a sense urgency to execute the strategy, 8) Only recruiting the best people and not accepting anything else. 9) Communicating and demonstrating that growth is the only option.

How effective as a leader are you at leading the cultural transformation and change strategy that supports strategy execution by

1) Designing and implementing the roadmap for strategy execution, 2) Focusing on resistance sources and accurately assessing the degree of resistance, 3) Holding yourself and the executive leaders accountable for the change process, cultural transformation and strategy execution. 4) Influencing others to become advocates and contributors to the execution of the strategy. 5) Recognizing success frequently especially in public forums. 6) Making speed a top priority. 7) Creating a passionate environment to innovate, 7) Building the necessary coalitions to overcome resistance 8) Creating an environment of open, honest and transparent communication 9) Establishing audacious challenging goals. 10) Rewarding disciplined actions and people. 11) Aligning strategy and performance goals with individual results 12) Not accepting marginal performance. 13) Focusing on the bare fact and donít let yourself to be swayed by organizational myths. 14) Protecting, nourishing your high performing talent.

In future articles we will explain how to interpret the results.

QBS has written over 400 articles relating to the role of the leadership function and the individual leader in inducing change, organizational and cultural transformational, executing the firmís strategy and achieving competitiveness. Our staff has designed and implemented Leadership Development Institutes in over 70 companies in the manufacturing, service, health, and academic sectors of our economy. The purpose has been to develop the leadership competencies necessary to produce the behaviors expected to execute the companyís strategy.

 


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