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monthly performance reviews; or if weekly meetings are not designed to measure progress on the
strategic goals; or if strategy is reviewed once a year, instead of quarterly to allow the organization to
adjust to changing realities, before its too late; or if the leader doesnt insist on realism and allow
teams confront brutal facts at meetings; wrong behaviors are rewarded and the culture will not change.
Secondly, Organizational Leaders must lead the Discipline of Execution. The Leaders must insist that
their Organization and Team focus on The Wildly Important Goals . Based on the Principle of
Criticality, There are 2 or 3 Wildly Important Goals that Drive Any Successful Outcome. Once the
Wildly Important Goals are defined, they must be understood. Sometimes leaders confuse
strategic articulation with strategic clarity. The fact that employees know what the strategy is, does not
mean that they understand what their part in the execution of the strategy is. In order to help members
of the team and organization perform, the Leader must establish a Cadence of Accountability where
everyone knows exactly what part of the plan they are responsible for, how their contributions will be
measured and when it will be measured. A Cadence of Accountability comes from taking the Wildly
Important Goals and cascading it using Compelling Scorecards at All Levels within the Organization.
Each Individual, Each Team and Each Manager must own a Compelling Scoreboard.
Thirdly, Organizational Leaders must lead Measurement Administration. While HR or the Strategy
Department may manage the Performance Management System, Leaders must drive the process of
determining what to measure. Visionary Leaders tend to lead with leading measures (indicators of the
future performance). Effective managers tend to manage lagging measures (indicators of past
performance). Great Organizational Leaders do both. A Leader for example may measure revenue
generation as a measure of past performance and insist on measuring market development,
operational efficiency as a measure of future performance. Organizations pay attention to what their
leaders are measuring, monitoring and tracking. So as Peter Drucker put it, What cannot be Measured
cannot be Managed and What You Measure, Your People will Focus On.
Fourthly, the Organizational Leader must mobilize leadership potential across the Organization through
instructing, mentoring, coaching and counseling leaders around and below. The development of
Leaders under the major leader creates a leadership pipeline that ensures the culture that the Leader
is building becomes sustainable, enduring and robust.
So, you may ask, what is the role of the Head of Strategy and HR, or the Consultant? Well, they deploy
the Performance Management System, but the Leader must insist that the System achieves
Transformation, Creates the Discipline of Execution and allows him or her to lead measurement
administration. The work of HR and Strategy Managers is therefore to gain not just the buy-in but also
the Executive Sponsorship that secures the commitment of Leaders to do the work required for
successful culture change. So when all is said and done, the leader must change the culture to change
the performance outcomes. Thats why culture is source of the performance and execution gap and
thats changing the culture is the source of the problem.