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Identify Your
Personal Aims |
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Answer the following Seven
Questions as best you can:
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What are
your goals?
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What specific objectives
must you meet in the next week, month, quarter, year?
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How will you measure
success towards your goals and what
feedback
do you have to check your results against your goals?
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How will you know that
you've achieved your goals?
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What do you have to do to
achieve your goals?
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What performance standards
must you reach?
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Are you linking your
individual goals to those of your company?
Reassess your answers periodically because
they may change over time.
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Your Unique
Powers |
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Your strengths
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Your way of performing
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Your values
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Making a
Contribution
Ask Yourself |
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What I
want to contribute?
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What am I
told to contribute?
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What
should I contribute?
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Where and how can I have
results that make a difference?
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Guidelines
for Improving Performance |
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Chose target results that "stretch"
your abilities above and beyond your present limit.
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Pick a target that is
achievable, but at the same time one which enlarges the bounds of
possibility
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Make sure the results will
be meaningful and clearly visible
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Unless it is absolutely
impossible (which is rarely the case), find a way of measuring your
results
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Decisions of
Execution – the Four Ws |
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What to do
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How to start
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Where to start
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What goals and deadlines to
set
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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:
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your individual talent
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having a true "stretch
target", and
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achieving your chosen
contribution.
Break down execution into four
decisions:
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what to do;
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how to start;
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where to start; and
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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.
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,
by
,
Peter Drucker