企业如何执行结果导向执行文化英文PPT36页.pptVIP

Four Disciplines of Execution Focus on the “wildly important” not the merely important. Build measures that motivate. Translate 30,000 foot goals into new front line behaviors. Win as a team. * My manager . . . Ranking Is a hard worker 1 Prioritizes work so our time is spent on the most important issues 74 Sets clear expectations when assigning tasks 75 Plans ahead to reduce having to work in a crisis mode 76 Provides feedback on our group’s performance 77 MANAGERS WORK HARD BUT FAIL TO PROVIDE FOCUS AND DIRECTION ? More than 2.5 million workers were asked to rank their managers on a scale of 77 pre-determined characteristics in this FranklinCovey Profile study. (Source: FranklinCovey Profile Center Aggregate Report, 2002) Where it began… * Work Compass—Execution Tool * Four Disciplines of Execution #1: Focus on the Wildly Important * “After five years of research, I’m absolutely convinced that if we just focus our attention on the right things—and stop doing the senseless things that consume so much time and energy—we can create a powerful Flywheel Effect.” Jim Collins Good to Great * Execution Discipline #1: Focus on the Wildly Important Identify 2 or 3 “MUST DO” goals State them so that they are self-orienting and galvanizing Gain line-of-sight understanding and commitment all the way to front-line Align resources, recognition, and incentives to reinforce commitment * Four Disciplines of Execution #2: Build Measures that Motivate * #2: Build Measures that Motivate Once you reach a certain level, everyone is good, and everyone trains hard. The difference is who is more meticulous, willing to find the smallest increments of time, and as you get older and more experienced, the percentage gains grow smaller and smaller. You have to become a slave to data, to performance indicators like pedal cadence, and power output measured in watts. You have to measure literally every heartbeat, and every morsel you eat, down to each spoonful of cereal.