Time to read: 2 minutes
Ted, new salesman for a travel accessory company (toiletry kits, carry-on bags, and packing organizers) expanded sales in his region by persuading travel agents to sell his line of products. It was an unusual outlet and so successful that the company included sales pitches to travel agents in all other regions of the company.
Ted did what all successful leaders do: They open their minds and consider new (even outrageous) possibilities that help them succeed on their jobs, whatever those jobs might be. This same thinking applies to every level of the organization but is especially important for organization leaders.
The outrageous part helps them think outside the box. If they're in sales, they consider unusual outlets for their products or services. If they're in operations, they consider new avenues for cutting costs. If they're in customer service, they imagine new ways to satisfy customers. Their receptive approach considers all manner of possibilities.
Although leaders vary in their definitions of excellence, and how best to achieve it, most agree that excellence is a never-ending pursuit and that whatever their challenges and opportunities are today, they’ll change tomorrow. Leaders often face nine challenges:
An excellence program is an organized approach to grow the ability of leaders to deal with an ever-changing and challenging environment. The program needs to grow with the business and enable leaders and their employees to align plans and activities to support the strategies and achieve stated goals. An excellence program will address the nine issues mentioned above.
Excellence means this: Innovate, measure, learn.
Innovate purposefully. Innovation is problem-solving, and everyone has the ability to solve problems. This discipline provides principles and measurement tools that are used to help leaders set clear goals and align daily activities to meet them. These goals should align with company priorities. Then employees will be able to use their innate creativity to meet or exceed goals.
Learning. First, step back and gain perspective on the factors that affect performance. It is achieved through a series of discovery exercises, exploring externals (competitors, industry, economics) and internals such as goal performance, stakeholder feedback, corrective measures, SWOT analysis (strengths, weaknesses, opportunities, and threats).
Measure and learn means: 1) deriving a repeatable methodology to drive leadership, 2) assigning external coaching for accountability, 3) providing a system to align the activities of team members, and 4) establishing a community of like-minded people to accelerate learning. When these elements come together, leaders will see enduring change.
Jeff Wolf is the author of Seven Disciplines of a Leader and founder and president of Wolf Management Consultants, LLC, a premier global consulting firm that specializes in helping people, teams and organizations achieve maximum effectiveness.
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