Delivering Results as a PrincipleCentered Leader

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Delivering Results as a Principle-Centered
Leader Execution The Leadership Challenge of the
21st Century
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The Challenge Ability to Execute
Leadership 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
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Business Plans--Execution
1 REASON WHY LEADERS FAIL?
Source Charan, R. and Colvin, G. Why CEOs
Fail, Fortune, June 21, 1999.
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Ram Charan
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Agenda

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

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WILDLY IMPORTANT

• important adj. 1 meaning a great deal having
  significance, value
• wildly important adj. 1 of visionary and
  strategic import carrying serious economic
  consequence potential for unbelievable
  satisfaction of key stakeholders causing intense
  excitement and enthusiasm

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THE POWER OF FOCUS
1120
410
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Number of Goals
0
12
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Goals Achieved With Excellence
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A leader who says Ive got ten priorities
doesnt know what he is talking about. He doesnt
know himself what the most important things are.
Youve got to have these few, clearly realistic
goals and priorities Larry Bossidy Ram
Charan, Execution The Discipline of Getting
Things Done, New York Crown Business, 2002
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Execution Challenge
W.I.G.s Wildly Important Goals
Tasks / Activities
Execution
Who?_____________ What Different? _______________
___ __________________ __________________ ________
__________ __________________
_______________ _______________ _______________
What is the most important goal of the business
unit?
What models this behavior? What need to, in
order for you to achieve your WIG
Is there a group of people that have to learn
something new or do something different, in order
for you to be successful?
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Ritz-Carlton
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100 Guest Retention
80
?
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Technical or Human
Process Plan Tools
Buy in Clarity Accountability
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Execution
Tasks / Activities
W.I.G.s
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Execution
Execution
Tasks / Activities
W.I.G.S.
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8 Principles of Execution
Focus
Synergy
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8 Principles of Execution
Clarity Commitment Translation Discipline
Enabling Collaboration Trust Accountability
1. Do they know whats most Important
Focus
Synergy
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Lack of Clarity
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8 Principles of Execution
Clarity Commitment Translation Discipline
Enabling Collaboration Trust Accountability
1. Do they know whats most Important
Focus
2. Do they want to do it?
3. Do they know how to do it?
4. Do they sustain the course?
5. Do they work together?
Synergy
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xQ Results

• Do people know what to do? 44 of employees say
  they dont know their companys highest
  priorities
• Do they want to do it? Only 19 feel a strong
  sense of commitment to the companys goals
• Do they know how to do it? 9 believe their work
  has a strong link to their organizations top
  priorities
• Do they have the discipline? People spend less
  than half their time (49) on activities linked
  to the organizations key priorities
• Do they work together? Only 31 feel they can
  express themselves honestly and candidly at work

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• 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)

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XQ51 (National Averages)
Clarity 52 Commitment 52 Translation 43
Discipline 65 Enabling 32 Collaboration 49
Trust 59 Accountability 57
Focus
Synergy
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Cortez Example 1st Survey
XQ 34 (First XQ Survey)
National Ave.
4/02
Clarity 24 52 Commitment
39 52 Translation 19 43 Discipline
61 65 Enabling 31 32 Collaboration
39 49 Trust 30 59 Accountability
34 57
Focus 35
Synergy 33
3
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Cortez Example 2nd Survey
XQ 59 (Second XQ Survey)
10/02
4/02
Clarity 24 51 Commitment 39
41 Translation 19 61 Discipline 61
65 Enabling 31 31 Collaboration
39 59 Trust 30 69 Accountability
34 66
Focus 61
Synergy 56
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Delivering Results as a Principle-Centered
Leader Execution The Leadership Challenge of the
21st Century
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Other Approaches?
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Execution
Tasks / Activities
W.I.G.s
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Execution
Execution
Tasks / Activities
W.I.G.S.
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• 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)

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Process
Execution
Tasks / Activities
ExecutionThe 4 Disciplines of High-Performing
Teams

• Focus W.I.G.s

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1. Focus on the Wigs

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

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Process
Execution
Execution
Tasks / Activities
ExecutionThe 4 Disciplines of High-Performing
Teams

• Focus W.I.G.s
• Build Measures

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2. Build the Measures

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

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Process
Execution
Tasks / Activities
ExecutionThe 4 Disciplines of High-Performing
Teams

• Focus W.I.G.s
• Build Measures
• Translate to Action

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3. Translate into Action

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

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Process
Execution
Tasks / Activities
ExecutionThe 4 Disciplines of High-Performing
Teams

• Focus W.I.G.s
• Build Measures
• Translate to Action
• Report the Results

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4. Report Results

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

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Execution
Tasks / Activities
ExecutionThe 4 Disciplines of High-Performing
Teams

• Focus W.I.G.s
• Build Measures
• Translate to Action
• Report the Results

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The Process
Execution
Tasks / Activities
ExecutionThe 4 Disciplines of High-Performing
Teams

• Focus W.I.G.s
• Build Measures
• Translate to Action
• Report the Results

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Herding Cats
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Norfolk Naval Shipyard

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

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Norfolk Naval Shipyard

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

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Norfolk Naval Shipyard
Impact of Execution Disciplines over the last 5
years
What they did?

• Focused the leadership from 16 goals at a time to
  5 - currently moving to 3
• Took the five goals and translated them to the
  deck-plate (front-line).

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Norfolk Naval Shipyard
Impact 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

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Norfolk Naval Shipyard
Impact of Execution Disciplines over the last 5
years
What they got?

• Reduced cycle time on major maintenance from
  roughly 27 months to 20
• Minor maintenance from 14 months to 11
• They went from a 16 mm operating loss to a 40
  mm profit (to return to the Navy) over the five
  year period.
• Union Grievances went from 60 a year to virtually
  none

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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