“FOCUS helps us decide what work is most important. They ask: What should we start doing? What should we stop doing? The questions are simple but the answers can be profound. You need to understand what’s real and what’s not. FOCUS helps us cut to the chase.”
Frank Buck
Senior Vice President, Strategic Development, Brampton Brick
“The FOCUS approach is practical, action-oriented and well-defined from a planning perspective. They hold management accountable and prework is an expectation. They have the ability to move the agenda along, and capture the information in a way we can operationalize.”
George Croft
President, Brick Brewing
“With FOCUS Management, we accomplish more. When we’re done, the goals are clearer and we’ve got action plans. We know where we’re going, and how to get there. Our results are significantly better than similar organizations. We trust FOCUS.”
Paul O’Krafka
Executive Director, St. Joseph’s Villa
“The process FOCUS takes us through develops crisp objectives and action plans at all levels. Delivery timelines are met because bonuses are tied to meeting those timelines. Without the FOCUS “guidebook” it would be difficult to meet our objectives. Their process gets everybody to buy in and be accountable for the outcomes. That creates success.”
Ian Collins
President, Atria Networks
“FOCUS is able to hone in on the most important strategic initiatives and gain a level of engagement and alignment across the organization. They deliver real results. I believe in the people. I believe in the product.”
Craig Gilpin
CCO, North West
“I’m not interested in the consultants that take off your watch and tell you what time it is. The vast majority of management consultants do this. It’s not helpful. I like FOCUS because they bring to the table a willingness to listen. There’s no BS.”
Dave Dobbin
CEO, DAVE Wireless (Mobilicity)
The Top 10 Reasons Strategies Fail DOWNLOAD WHITEPAPER
The #1 Blockage to Strategy Execution….By Far!
The #1 Blockage to Strategy Execution….By Far!
There are many blockages that leaders run into when it comes to Strategy Execution. What is yours?
| 1 | Everyone does not have a good idea of the decisions and actions for which they are accountable |
| 2 | Important information about the competitive environment does not get to headquarters quickly |
| 3 | Once made decisions are second guessed |
| 4 | Information does not flow freely across organizational boundaries |
| 5 | Field and line employees do not have the information they need to understand the bottom-line impact of their day-to-day choices |
| 6 | Line managers do not have access to the metrics they need to measure the key drives of their business |
| 7 | Managers up the line do not get involved in operating decisions |
| 8 | Conflicting messages are commonly sent to the market |
| 9 | The individual performance-appraisal process does not differentiate among high, adequate, and low performers |
| 10 | The ability to deliver on performance commitments does not strongly influence career advancement and compensation |
The #1 blockage by far is “Everyone does not have a good idea of the decisions and actions for which they are accountable” according to a study that was reported in the Harvard Business Review. The study involved 1000 companies, governments and not-for-profits representing 125,000 people in 50 countries.
How do you get your staff clear on their accountabilities and ensure they are continually aligned with the strategy?”
Participants in our Executive Round Table workshops report using job descriptions, training workshops, communication programmes, town hall meetings, and social events.
We have found having worked with over 2000 teams, at all levels, during the last 20 years that the most effective and efficient is to use team-based conversations specifically designed to ensure participants are clear on their roles, objectives, decision making authority levels and to connect these directly and concretely to the overall company goals and strategies.
Clients say that the clear site lines have contributed, in a big way, to their success.
What are you doing to deal with the #1 blockage?
We will be reporting on specific ways to measure and to remove wobble further in upcoming ‘Alignment Tips’.
For more information, please contact us at info@focusmanagement.ca.
