Performance Matters: Aligning People, Processes, & Policies

Alignment.  It’s not just about getting into your favorite yoga pose properly.

If you work in any large organization, you’ve probably heard the term.  But alignment isn’t just for large organizations.  And while alignment is about getting your vision and and tactics in synch with one another to maximize productivity, it’s not as mysterious a concept as many seem to think.  But there’s a big question to be answered when trying to create more aligned organizations.  So where should we start?

Effective alignment begins with the customer!

It doesn’t matter if we are trying to align a single department or an entire organization, everything we do in any organization is about serving a customer or client.  So when we build policies, assign roles to people, or build organizational charts and processes we have to begin with the needs of the customer.  Sure, we have to make sure everything we do is compliant with laws and regulations, but when we focus on customers in that context, great things can happen.

At the moment, Performance Strategies Group is in middle of a stakeholder relations research on behalf of a client as part of a strategic planning engagement.  That means we are helping our client to identify customer’s opinions about products, their needs, frustrations, and even the reputation of the organization itself,  Yes, we’re also getting feedback from staff, board members, and other appropriate constituencies, but this, or any other organization doesn’t understand the customer’s experience and how easy or difficult it makes them to do business with us, alignment efforts are little more than a lab experiment.  

Whether you’re a CEO, a sales advisor, or a quality control engineer, you have to talk to your clients.  Okay, we will get off our soap box.  Enough said.

If you’ve found this piece insightful, please share it with our friends and peers.  And if you’d like to know how Performance Strategies Group helps clients with strategic planning, alignment, and stakeholder relations–including customers–email Principal Consultant, Jim Owens, at jim@psghsv.com

Advertisements
Standard

Performance Matters: Moving the Needle of Productivity

As we’ve discussed here before, we really only have four options for creating change in our world. We domoreof the things we are doing.  We can do lessof them.  We can do them better or we can do them differently. Sometimes, doing things differently can have a dramatic and immediate impact on our productivity.  But doing things differently, may only require a modest change in our approach to becoming more productive.

Many of us start out days with a simple list of things to do.  And as the day grows, we find ourselves adding to that list until it seems impossible to do them all.  Yet we just continue trying to trudge through those tasks.

Ugh.

But there’s a better way to move the dial of our own productivityand it is one that will feed our sales effectiveness, the productivity of our teams, and make us more effective leaders.  After you’ve made your list of things to do for the day, look over it and decide which two or three items move the needle in terms of gauging your success.  Then make sure do those things first.

Let’s say you’re an account exec with sales goals.  You probably have to write reports, enter data in to a CIF system, and maybe even fill out an expense report. You also have to follow up with clients, reach out to new prospects, and stay abreast of market and product matters. But what moves the needle in terms of reaching is your relationship with people, right? So every day, before you do anything else, identify and block time on your calendar for making those calls, sending those emails and seeing those people.

Once you’ve done so, list who—the most important prospects and clients—you need to talk to and what you want to accomplish before you connect.  Invest a few minutes in this kind of preparation and you will find yourself more effective in those interactions and reaching your goals more consistently.  And don’t let yourself connect with anyone other than those most important prospects and clients.

To make sure you protect this time for interactions–building relationships–with your prospects and clients, ask your team—including your boss—not to interrupt you while you’re on the phone, sending emails and working through this process.  You will be surprised how much they will appreciate your focus and how willingly they will respond if they know you will be undistracted when you do interact with your team once you’ve completed the tasks that move the dial in terms of your sales effectiveness.

Next week, we’ll talk some more about we can capitalize more on how doing things a little differently can lead to big gains in productivity!

If you’ve found this information useful, encouraging or might see a way we can improve it, please let us know.  And if you thought it was encouraging, forward it to a friend so they can subscribe. If you want to find out more about how Performance Strategies Group helps organizations sharpen their sales skills and processes, builds more self-aware and resilient leaders, or equip more productive teams, find us online at www.performancestrategiesgrouponline.com, or call Principal Consultant, Jim Owens @ 256-426-0305

Standard