I read this blog today and loved it! It is called "How to Kiss and Makeup" by Scott Elbin. The blog explains how Obama and Netanyahu had a very public reconciliation by agreeing to disagree. I started thinking about how often this happens in business.
Which is more common? 1) a straight forward approach where people agree to disagree and determine how to move forward or 2) a passive/aggressive approach where folks agree face to face, but then vent to others outside of the meeting and never circle back with the person they disagree with.
How does this apply to strategic implementation? Part of effective strategic implementation is being honest and straight forward with the people you are working with. I am amazed at how much time and energy is wasted talking behind people's backs, complaining and venting, but never dealing with the situation directly. People often view disagreements as "not being nice" or being confrontational so shy away from them. Without disagreement we'd live in a world with little to no innovation or interest.
When you don't agree, speak up- doing it in a saavy way vs. a combative way.
Here are a couple of additional tips/tricks on how to be straightforward without appearing confrontational:
1. Do not use the words but or however. Those 2 words negate the phrase preceding them. For example, "I know you feel strongly about the solution you have proposed, but I have looked at it from a different perspective, I think...". This makes it sound like you have a better idea. Just end one thought and begin the other, "I know you feel strongly about the solution you have proposed. I have looked at it from a different perspective and think..." Read both of these aloud and see if you notice the difference- it is subtle and important.
2. Listen to what the other person is saying and try to paraphrase so they know you understand them. This doesn't mean you agree, it just means you understand.
3. Agree to disagree and then agree on next steps. "We both have strong points of views and we need to come up with the best solution. How do you think we should solve this? I would recommend that we bring Jane into this conversation to hear both sides and get her perspective. Are you ok with that?"
4. Thank the person for their openess and willingness to agree to disagree. A simple thank you goes a long way!
Next time you catch yourself slipping into passive-agressive mode, stop yourself and take the straightforward approach.
Showing posts with label strategy. Show all posts
Showing posts with label strategy. Show all posts
Thursday, July 8, 2010
Thursday, April 8, 2010
Do You Encourage Risk? You Should!
Thursday I attended the Girl Scout Women of Distinction Award Ceremony. I was enthralled with the speaker Dr. Mae Jemison, who was the first woman of color to go into space. What an articulate, bright, sensitive, caring woman! I could have listened to her all day.
In her presentation she said, "Ideas are wonderful, but nothing will happen until we risk putting them into action." I couldn't agree more. If you read my introduction, it says, "A business strategy is just an idea until it is implemented in a strategic manner to meet the business goals."
I love the word "risk". Every time we put an idea into action, we are taking a risk. To truly move the earth, risks are necessary. I would submit that we don't take enough risks, in our business or personal lives.
So why don't we take more risks? Why do you see so many great ideas wither on the vine? People are afraid to take risks because of the negative ramifications. They are afraid of failing, they are afraid of being demoted, they are afraid of being the brunt of their peers' and boss's jokes, they are afraid their mistake will show up on their review, sometimes they are even afraid of success... fear is holding them back.
What kind of risk atmosphere do you create in the workplace and at home? Are people rewarded for taking risks? Do they get points on their reviews for taking risks even if the idea failed? Do you have a "risk taking" award? Do YOU take risks? Are you genuinely walking the talk of taking risks? YOU set the tone for your team to take risks- reward the behavior and you will get results beyond your expectations. Penalize the behavior and you will get what you've always gotten and this will stop a company's growth and an individuals growth.
Dr. Jemison talked about being a little black girl from South Chicago in the 60's who had the audacity to live her dreams. She credits her parents for encouraging her. Dr. Jemison has influenced and changed the lives of many because she was encouraged to take risks. I challenge us all to think about how we view and react to risk... do you encourage risk? How different could your business, life, kids be if you did encouraged risk? Even though I am blogging about this, I realize that I personally have not taken enough risks in my life... I can't change the past, but I can affect the future. My resolution is to take and encourage more risks. How about you?
In her presentation she said, "Ideas are wonderful, but nothing will happen until we risk putting them into action." I couldn't agree more. If you read my introduction, it says, "A business strategy is just an idea until it is implemented in a strategic manner to meet the business goals."
I love the word "risk". Every time we put an idea into action, we are taking a risk. To truly move the earth, risks are necessary. I would submit that we don't take enough risks, in our business or personal lives.
So why don't we take more risks? Why do you see so many great ideas wither on the vine? People are afraid to take risks because of the negative ramifications. They are afraid of failing, they are afraid of being demoted, they are afraid of being the brunt of their peers' and boss's jokes, they are afraid their mistake will show up on their review, sometimes they are even afraid of success... fear is holding them back.
What kind of risk atmosphere do you create in the workplace and at home? Are people rewarded for taking risks? Do they get points on their reviews for taking risks even if the idea failed? Do you have a "risk taking" award? Do YOU take risks? Are you genuinely walking the talk of taking risks? YOU set the tone for your team to take risks- reward the behavior and you will get results beyond your expectations. Penalize the behavior and you will get what you've always gotten and this will stop a company's growth and an individuals growth.
Dr. Jemison talked about being a little black girl from South Chicago in the 60's who had the audacity to live her dreams. She credits her parents for encouraging her. Dr. Jemison has influenced and changed the lives of many because she was encouraged to take risks. I challenge us all to think about how we view and react to risk... do you encourage risk? How different could your business, life, kids be if you did encouraged risk? Even though I am blogging about this, I realize that I personally have not taken enough risks in my life... I can't change the past, but I can affect the future. My resolution is to take and encourage more risks. How about you?
Thursday, March 25, 2010
Integrated Interactive Media- A Brand Differentiator
I love when companies or people say that Integrated Interactive Media is not important. I would argue that they don't understand what Interactive Media is.
First, let's define Interactive Media. Here are 3 defintitions pulled from Google:
1) "Allows for a two-way interaction or exchange of information."
(pretty good)
2) "Comprises interactive and multimedia products and services that: (i) make integrated use of the following media in the one product: text, still images (photographs or graphics), moving images (live action or animation) and audio;(ii) use computer commands to integrate these elements which allow ..."
(too narrow)
3) "The online, Internet, or web environment is the primary interactive media for advertising."
(too narrow)
The definition I like best is:
"Any form of interface between the end user/audience and the medium may be considered interactive. Interactive media is not limited to electronic media or digital media. Board games, pop-up books, gamebooks, flip books and constellation wheels are all examples of printed interactive media."
OK, let's assume, for arguments sake, that you agree with my defintition.
Now, how many companies do you know who have a store, a website and a customer call center? I would argue that the majority of businesses have at least 2-3 of these. If that is the case, they are participating in interactive media, albiet at a rudementary level. The bigger questions is how are they integrating each of them into their business?
I propose that businesses that understand interactive media and the need to INTEGRATE interactive media are the most successful.
Here is a personal example, I went to Banana Republic the other day to buy a shirt. The store did not have it in my size, but they looked it up on the computer and they were able to place a web order right at the register. When I got home, I had a confirmation email waiting for me. I received the shirt and it did not fit. I called the 1-800 number posted on the packing list AND on the website to be told "No problem, you can either send it back to us or bring it back to the store."
What a great integrated brand experience. You can bet I'll shop at Banana Republic again. Banana Republic made their media and processes invisible to me, the customer, AND made a lasting positive impression on me.
Whatever interactive media you choose to use for your company, PLEASE make every effort to INTEGRATE it. Today this integration is a competitive advantage, but tomorrow it will be the norm and if you don't integrate, it will be a disadvantage.
We have stores, catalogs, websites, call centers, social media, etc... the more that you can integrate these to give the customer a consistant brand experience, the better your brand will resonate with the customer... at least this customer! What do you think?
First, let's define Interactive Media. Here are 3 defintitions pulled from Google:
1) "Allows for a two-way interaction or exchange of information."
(pretty good)
2) "Comprises interactive and multimedia products and services that: (i) make integrated use of the following media in the one product: text, still images (photographs or graphics), moving images (live action or animation) and audio;(ii) use computer commands to integrate these elements which allow ..."
(too narrow)
3) "The online, Internet, or web environment is the primary interactive media for advertising."
(too narrow)
The definition I like best is:
"Any form of interface between the end user/audience and the medium may be considered interactive. Interactive media is not limited to electronic media or digital media. Board games, pop-up books, gamebooks, flip books and constellation wheels are all examples of printed interactive media."
OK, let's assume, for arguments sake, that you agree with my defintition.
Now, how many companies do you know who have a store, a website and a customer call center? I would argue that the majority of businesses have at least 2-3 of these. If that is the case, they are participating in interactive media, albiet at a rudementary level. The bigger questions is how are they integrating each of them into their business?
I propose that businesses that understand interactive media and the need to INTEGRATE interactive media are the most successful.
Here is a personal example, I went to Banana Republic the other day to buy a shirt. The store did not have it in my size, but they looked it up on the computer and they were able to place a web order right at the register. When I got home, I had a confirmation email waiting for me. I received the shirt and it did not fit. I called the 1-800 number posted on the packing list AND on the website to be told "No problem, you can either send it back to us or bring it back to the store."
What a great integrated brand experience. You can bet I'll shop at Banana Republic again. Banana Republic made their media and processes invisible to me, the customer, AND made a lasting positive impression on me.
Whatever interactive media you choose to use for your company, PLEASE make every effort to INTEGRATE it. Today this integration is a competitive advantage, but tomorrow it will be the norm and if you don't integrate, it will be a disadvantage.
We have stores, catalogs, websites, call centers, social media, etc... the more that you can integrate these to give the customer a consistant brand experience, the better your brand will resonate with the customer... at least this customer! What do you think?
Monday, March 1, 2010
Setting Unrealistic Goals
In a recent blog, written by Jill Konrath, Jill challenged people to set unrealistic goals. I personally set a 90 day unrealistic goal- to continue my career with one of my 3 focus companies withing 60 days. I agree with Jill that setting unrealistic goals can help you to achieve great results and setting incremental goals can keep us thinking and acting small.
It is extremely important to talk unreachable goals as it relates to a team. If you set unrealistic goals and your team performs over and above, but does not reach those goals- CELEBRATE with your team. Explain to them the concept of unreachable goals and how much they have achieved. If you don't do this, your team will become unmotivated and will fail in the long run.
Years ago I had a boss who set unrealistic goals. My first year I was incredibly energized by this because it stretched me beyond where I would have gone had the goals been incremental.
After the first year I, and my other co-workers, slowly became frustrated. As soon as we reached that stretch goal another was set higher than the first. Who doesn't want to grow and be challenged? The frustrating part was that we never stopped to celebrate any of the successes we achieved. What was once a fresh, motivated, talented team became a frustrated, unmotivated, talented team.
People love to be challenged to grow. Just be sure to acknowledge and celebrate that growth- this is all part of the strategy of creating an outstanding team.
It is extremely important to talk unreachable goals as it relates to a team. If you set unrealistic goals and your team performs over and above, but does not reach those goals- CELEBRATE with your team. Explain to them the concept of unreachable goals and how much they have achieved. If you don't do this, your team will become unmotivated and will fail in the long run.
Years ago I had a boss who set unrealistic goals. My first year I was incredibly energized by this because it stretched me beyond where I would have gone had the goals been incremental.
After the first year I, and my other co-workers, slowly became frustrated. As soon as we reached that stretch goal another was set higher than the first. Who doesn't want to grow and be challenged? The frustrating part was that we never stopped to celebrate any of the successes we achieved. What was once a fresh, motivated, talented team became a frustrated, unmotivated, talented team.
People love to be challenged to grow. Just be sure to acknowledge and celebrate that growth- this is all part of the strategy of creating an outstanding team.
Saturday, October 24, 2009
What is Strategy?
The other day in an interview, someone asked me, "What is strategy". Of course we all know what strategy is, right? We have lived and breathed it all our professional and personal lives. But have you ever tried to answer that question? Here is what Webster and Wikipedia have to say:
Wikipedia: A strategy is a plan of action designed to achieve a particular goal. The word strategy has military connotations, because it derives from the Greek word for general.
Webster: a careful plan or method : a clever stratagem b : the art of devising or employing plans or stratagems toward a goal
Sounds straight forward enough, but I'll bet if you asked 10 business people what strategy is, you'd get 10 different answers. Here is my answer...
In business as in your personal life you have missions, visions or goals- call them what you may. You create a strategy to meet these goals. So, I agree with Wikipedea and Webster that a strategy is a plan to achieve a goal, vision or mission. Here is where folks disagree- I think that your mission, visions or goals stay constant, where you strategy needs to be tweaked or changed along the way. You've heard people say "stick to the strategy", others say "Veer from the strategy and you'll fail". I say if you don't change the strategy based on variable conditions as you work toward your vision you will fail. What do I mean?
This summer my husband and I had a mission to have our 3 kids experience Washington DC and have a wonderful time. Our strategy was to drive Minneapolis to DC using a preplanned route which would take 48 hours. including a stop at my sister's to spend the night and would arrive in DC by 1:00 on Monday. Monday afternoon we would spend at Arlington, Tuesday we would see ALL of the monuments and Wednesday we would hit 3-4 museums and be back on the road by 3 PM.
All was going well until we hit road construction. Our strategy was at risk and we had not made any contingency plans- horror! We got to DC at 3:00- 2 hours off of our strategic time frame and then we hit DC traffic which took another hour. We got to our hotel at 4:00- 3 hours off our plan, I started to stress just a bit, but we could still get to Arlington- game on! Except, the kids wanted to order pizza and watch a movie- they were sick of being in the car. What? Now our plans to go to Arlington were in jeopardy- our strategy was going downhill FAST!
Guess what we did? We went swimming, got a pizza and watched a movie.
On Tuesday we went to some, not all, of the monuments and to the Hirshhorn Museum. On Wednesday, our final day, we went to the Air and Space Museum all morning, had lunch at an outdoor cafe and then drove through Arlington National Cemetery on our way out at 3:00 PM.
Think about it, we got to DC 3 hours after our planned time, we missed "touring" Arlington, we missed 2 monuments and we only went to 2 museums instead of 4. This project manager, me, had failed to accomplish our strategy- or did I? Remember that our mission was to have our kids experience DC and have a wonderful time. If you ask the kids about the trip they will tell you that it was one of the best trips ever. We tweaked our strategy based on the conditions that changed on us, but we succeeded at our mission.
I would offer that a good strategy is a clear plan that is flexible enough to change with variable conditions and meet the stated mission, vision or goal.
What do you think??
Wikipedia: A strategy is a plan of action designed to achieve a particular goal. The word strategy has military connotations, because it derives from the Greek word for general.
Webster: a careful plan or method : a clever stratagem b : the art of devising or employing plans or stratagems toward a goal
Sounds straight forward enough, but I'll bet if you asked 10 business people what strategy is, you'd get 10 different answers. Here is my answer...
In business as in your personal life you have missions, visions or goals- call them what you may. You create a strategy to meet these goals. So, I agree with Wikipedea and Webster that a strategy is a plan to achieve a goal, vision or mission. Here is where folks disagree- I think that your mission, visions or goals stay constant, where you strategy needs to be tweaked or changed along the way. You've heard people say "stick to the strategy", others say "Veer from the strategy and you'll fail". I say if you don't change the strategy based on variable conditions as you work toward your vision you will fail. What do I mean?
This summer my husband and I had a mission to have our 3 kids experience Washington DC and have a wonderful time. Our strategy was to drive Minneapolis to DC using a preplanned route which would take 48 hours. including a stop at my sister's to spend the night and would arrive in DC by 1:00 on Monday. Monday afternoon we would spend at Arlington, Tuesday we would see ALL of the monuments and Wednesday we would hit 3-4 museums and be back on the road by 3 PM.
All was going well until we hit road construction. Our strategy was at risk and we had not made any contingency plans- horror! We got to DC at 3:00- 2 hours off of our strategic time frame and then we hit DC traffic which took another hour. We got to our hotel at 4:00- 3 hours off our plan, I started to stress just a bit, but we could still get to Arlington- game on! Except, the kids wanted to order pizza and watch a movie- they were sick of being in the car. What? Now our plans to go to Arlington were in jeopardy- our strategy was going downhill FAST!
Guess what we did? We went swimming, got a pizza and watched a movie.
On Tuesday we went to some, not all, of the monuments and to the Hirshhorn Museum. On Wednesday, our final day, we went to the Air and Space Museum all morning, had lunch at an outdoor cafe and then drove through Arlington National Cemetery on our way out at 3:00 PM.
Think about it, we got to DC 3 hours after our planned time, we missed "touring" Arlington, we missed 2 monuments and we only went to 2 museums instead of 4. This project manager, me, had failed to accomplish our strategy- or did I? Remember that our mission was to have our kids experience DC and have a wonderful time. If you ask the kids about the trip they will tell you that it was one of the best trips ever. We tweaked our strategy based on the conditions that changed on us, but we succeeded at our mission.
I would offer that a good strategy is a clear plan that is flexible enough to change with variable conditions and meet the stated mission, vision or goal.
What do you think??
Wednesday, August 26, 2009
3 steps for any successful strategic implementation!
Question: What are the steps for successful strategic implementation?
Answer? It depends on the program or project, but these are the first 3 steps that will make you successful in any implementation.
1) Is there a clear vision and goals? Do the stakeholders agree and can you clearly articulate this to the organization? If the answer is no, DON'T move forward with the project until this is clearly defined. It is imperative that the team understand the bigger vision and goals.
2) What are the success metrics? If the stakeholders can't articulate or agree on the success metrics, DON'T move forward with the project until there are success metrics. What is the strategy going to measured against? How will you know if it is successful? The team implementing the strategy needs to understand what the measures are to ensure they execute the project strategically.
3) Have you communicated to the team?: Clear vision and goals along with agreed upon success metrics give your team a compass to travel by. Ensuring that the vision, goals and success metrics stay front and center is your job as a leader. Be sure the vision and success metrics are on every document that is shared and that you start every meeting with this same information. Focusing on these will give your team a critical tool they need to determine the "right path". If something they are working on will not meet the vision, goals or success metrics, they know to question their path.
I know this seems simplistic, but it works!
Answer? It depends on the program or project, but these are the first 3 steps that will make you successful in any implementation.
1) Is there a clear vision and goals? Do the stakeholders agree and can you clearly articulate this to the organization? If the answer is no, DON'T move forward with the project until this is clearly defined. It is imperative that the team understand the bigger vision and goals.
2) What are the success metrics? If the stakeholders can't articulate or agree on the success metrics, DON'T move forward with the project until there are success metrics. What is the strategy going to measured against? How will you know if it is successful? The team implementing the strategy needs to understand what the measures are to ensure they execute the project strategically.
3) Have you communicated to the team?: Clear vision and goals along with agreed upon success metrics give your team a compass to travel by. Ensuring that the vision, goals and success metrics stay front and center is your job as a leader. Be sure the vision and success metrics are on every document that is shared and that you start every meeting with this same information. Focusing on these will give your team a critical tool they need to determine the "right path". If something they are working on will not meet the vision, goals or success metrics, they know to question their path.
I know this seems simplistic, but it works!
Thursday, August 6, 2009
Execution- The Discipline of Getting Things Done
This book is an excellent reference tool for strategic implementation.
The link is a 1 page summary of the book for those of you who want the cliff notes!
In defining execution Larry Bossidy and Ram Charan hit the nail on the head when they say "7. The way to link the three core processes of any business- the people process, the strategy and the operating plan- together to get things done on time."
Successful businesses realize the importance of strategic execution- not for the sake of following a process to get something done, but to bring business strategies to reality through your team.
Be clear in your strategies- communicate consistently
Foster a culture of honesty, collaboration, results and success
Empower your team to execute the business strategies
Celebrate success
These are the keys to bringing business strategies to reality through your team.
The link is a 1 page summary of the book for those of you who want the cliff notes!
In defining execution Larry Bossidy and Ram Charan hit the nail on the head when they say "7. The way to link the three core processes of any business- the people process, the strategy and the operating plan- together to get things done on time."
Successful businesses realize the importance of strategic execution- not for the sake of following a process to get something done, but to bring business strategies to reality through your team.
Be clear in your strategies- communicate consistently
Foster a culture of honesty, collaboration, results and success
Empower your team to execute the business strategies
Celebrate success
These are the keys to bringing business strategies to reality through your team.
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