Managerial Leadership:

Managing by Objectives

Management by Objectives (MBO): Starting With Yourself

Knowing What To Do, How To Do It, and Getting It Done

Concept by Peter Drucker

Executive Summary by Vadim Kotelnikov, Founder, Ten3 Business e-Coach Inspiration and Innovation Unlimited!

"Everybody in an organization has to believe their livelihood is based on the quality of the product they deliver." Lee Iacocca 

Identify Your Personal Aims

Answer the following Seven Questions as best you can:

  1. What are your goals?

  2. What specific objectives must you meet in the next week, month, quarter, year?

  3. How will you measure success towards your goals and what feedback do you have to check your results against your goals?

  4. How will you know that you've achieved your goals?

  5. What do you have to do to achieve your goals?

  6. What performance standards must you reach?

  7. Are you linking your individual goals to those of your company?

Reassess your answers periodically because they may change over time.

 

 

Your Unique Powers

  • Your strengths

  • Your way of performing

  • Your values

Making a Contribution

Ask Yourself

  • What I want to contribute?

  • What am I told to contribute?

  • What should I contribute?

  • Where and how can I have results that make a difference?

Guidelines for Improving Performance

  • Chose target results that "stretch" your abilities above and beyond your present limit.

  • Pick a target that is achievable, but at the same time one which enlarges the bounds of possibility

  • Make sure the results will be meaningful and clearly visible

  • Unless it is absolutely impossible (which is rarely the case), find a way of measuring your results

Decisions of Execution the Four Ws

  1. What to do

  2. How to start

  3. Where to start

  4. What goals and deadlines to set

Setting Right Objectives

Managers need to identify and set objectives both for themselves, their units, and their organizations. Ensure that you set the right objectives if you want to achieve the right results. The objectives should be achievable and challenging. Never set your staff unachievable targets it will be demoralizing for them.

Results-based Leadership

Starting with Yourself

 

Self-control is the tool of effectiveness. The effective executive knows what to do, knows how to do it, and (above all) gets it done. In all three phases, the effective executive exercises intelligent self-management, starting with the management of their own time. They use that time systematically for work that only they can do, and for the decisions that only they can take, while delegating non-core jobs to others. They establish priorities by putting first things first and ignoring the secondary things.

Making a Contribution

Your contribution within the context of the organization needs to be properly understood. Be aware of what is expected from you and why. That awareness will determine you ability to contribute to your organization. Ask yourself what you should do, rather than simply doing what you are told to do.

Identify your strengths to be able to use your own unique powers to contribute to what needs to be done. Carry out the Strength Weakness Opportunities Threats (SWOT) analysis on yourself. Build on your strengths and opportunities while avoiding threats and weak areas.

Setting Standards

If you want to improve as a manager, don't stick to your current contribution level. Adapt your contribution to change, build on opportunities to enhance your abilities and performance further.

Never be satisfied by present standards of performance, whether other people's or your own. Search for superior performance examples and make bettering that level your benchmark.

Executing

Leadership-Management Synergy

Aim to accomplish "impossible" things based on the following key elements:

  1. your individual talent

  2. having a true "stretch target", and

  3. achieving your chosen contribution.

Break down execution into four decisions:

  1. what to do;

  2. how to start;

  3. where to start; and

  4. what goals and deadlines to set.

Make it your practice to plan systematically, never failing to address these four decisions, and always work to a realistic deadline.

Try to find a "key" to a specific aspect of the operation that would unlock the full potential of the enterprise leading to successful achievement of the objective.