Is there a magic concept that ensures your objectives, priorities, actions and culture are optimally aligned to achieve your business goals? No, unfortunately not. Despite all the systems, methods and books, there is no universal solution to this. The diversity of companies, their products, sectors etcetera, presents new challenges every time. Copying other companies' success stories leads to deception in almost all cases.
Coherence
However, there are guidelines you can apply that increase the chances of success. One of the most important principles you want to strive for is coherence within your organisation. Coherence denotes synchronisation, harmonisation of things creating optimal coherence.However, many companies have put major goals on paper anddiscussed and agreedwithin board and managementlevel, but do not ensure that these goalsare translated and implementedin everydepartment and at every level. The following 10 tips will help you achieve more coherence within your organisation and focus on achieving your goals.
- KAchieve real clarity andconsensus on your goals and priorities.That sounds simpler than it actually is. Ask in-depth questions to find out how everyone perceives the goals.You’ll often come across significant differences.
- Spread, defend and explain your goals throughout your organisation. As a board and management, go through your organisation and make sure all those teams understand and subscribe to your goals. This is initially a time-consuming and strenuous task, but ensuresvThis is because engagement increases significantly.
- Regularly check in with your teams to ensure they still understand and are working towards your goals and priorities. Ask them:“What do you see as your top three goals right now? ” If their answer isn’t on the right track, use the moment to coach them and emphasise the importance once again.
- Help your team and departments achieve their individual, derived goals and priorities. Ask yourself what it means for those departments to pursue your objectives. What is the eimpact on your operations, sales or accounts.
- HBe open to criticism and counter-arguments. Engage in the debate with an open mind. A counter-argument is not the same as resistance. Your staff may have very legitimate, valid reasons for their criticism.
- Work on recognisable changesand actions within your organisation.Lean events are a powerful tool for significantly improving your staff’s situation and demonstrating the importance and impact of your objectives.
- Evaluate your objectives at least monthly with your management team. Ensure eAlways focus on specific actions that will bring you a little closer to your goals. In any case, stick to a coaching approach. Being overbearing leads to mistrust and distance.
- Accept that it is a long-term process. Increasing the pressure does not lead to faster resulta... but merely mechanical behaviour. The latter means that no real cultural change takes place. After all, behavioural change is the most important element in achieving your goals.
- GeUse success stories from your organisation to giveother departments a ‘helping hand’.
- Be a role model to your organisation. Have integrity. If you do not act in accordance with wat you ask of your organisation, is yourcredibility so gone.
One last advice is to be steadfast. Don't expect quick results. Behavioural change is the hardest thing to achieve within an organisation. In doing so, do not engage in difficultdecisions out of the way. As long as this is in line with your organisation's goals, values and priorities.
Hans Groen - Supply Chain & Performance Management consultant
Image: Flickr
