Strategy implementation is divided into three levels: organizational execution, team execution and individual execution, which is not a certain level of implementation, the essence of which is that the execution relationship between the three aspects is interlocking, although the focus is different, but one is indispensable. The focus of organizational execution lies in the construction of the organizational execution system, and team execution is the implementation of small combat units, which is closely related to the scale and level of the organization.
If you only stay in the organizational execution, the granularity is still not fine enough, and it is easy to fall into a common dilemma: the goal is clear, the direction of execution has not deviated, but the result is not good. So, what's the problem?
The root cause may be extensive management. After the goal is determined, everyone is busy with work, and the manager does not carry out a series of management actions for the goal, such as follow-up, coaching, feedback, correction, etc., resulting in the team's lack of focus on the goal, just completing the daily work of the position step by step, and will not consider whether the team goal is achieved, and only focus on the completion of their own work. In this case, there is a high probability that the team goal will not be completed.
Team managers also feel very wronged, at the beginning of the year the company's goals were decomposed into the team, I decomposed the goals to each team member according to the requirements, everyone is very clear about their goals, KPIs are determined, action plans have been made, everyone is very confident in the realization of the goals, full of passion, full of enthusiasm, how to no result in the end?
The answer is: the goal decomposition, KPI design and plan formulation done at the beginning of the year cannot be implemented in Nissan's work, because the granularity is too coarse, and it can only be used for PPT reporting, but cannot be used for executive management. If the management granularity can only be annual, semi-annual or quarterly, it is not enough, it is too extensive, and the granularity must be fine to be effective.
Therefore, the strategic implementation at the organizational level, in order to produce the final results, must be matched with corresponding more detailed execution actions, and the best foothold is to improve the execution level of various departments, that is, the upgrade of team execution.
Partners who have watched the TV series "Bright Sword" should feel that the independent regiment of the Eighth Route Army led by Li Yunlong is very strong in combat, and the soldiers are brave in battle, and they "howl" when they fight, which makes the Japanese puppet army frightened. Obviously, the combat effectiveness of the independent regiment is inseparable from the dedication and hard work of the regiment commander Li Yunlong, and the team in the enterprise also needs the spirit of "bright sword" and the dedication and shaping of managers.
From a management practice perspective, companies need actionable team execution solutions. The manager's focus on building the team's execution should return to the business, rather than instilling "chicken soup for the soul" and doing "psychological massage" to the team. Only by returning to the business, returning to the achievement of business results and the improvement of business capabilities is the fundamental solution to the team's execution.
The core and starting point of the business is the goal, around the goal can be divided into three parts: target plan, process management and summary review, which is a typical PDCA cycle, that is, the "three moves" of team execution, under the three moves, there are three specific implementation actions that can be implemented, including setting goals, making plans, writing reports, holding meetings, meeting counseling, engaging in team building, doing debriefing, reviewing, and reflecting, a total of nine actions, collectively known as "three moves and nine styles".
· Type 1: Set a goal. The team goal comes from the decomposition of the company's goals, after the team goals are clarified, the team goals should be decomposed to each team member, so that everyone has the direction of progress and efforts, forming a "thousand pounds of heavy burden, everyone has indicators on their heads" responsibility sharing situation, the team goals are decomposed into the KPIs of each team member, there is a direction in advance, and there is a contribution evaluation afterwards, which is the first step of team implementation.
· The second form: make a plan. In order to ensure the realization of KPI, a plan should be formulated to ensure the achievement of KPI. When it comes to planning, everyone's instinctive reaction is quite disapproving, planning is done every day, it's useless? But have you ever thought about it, many times the goal is very clear, but the result is not achieved? What is the reason? The key is the lack of strategic thinking. Strategy is the guide of the action plan, without strategy, the plan is a regular action, even if it is done, it does not necessarily guarantee the realization of the result.
What is a strategy? Strategy is the method of attacking the mountain, is it a frontal attack, or a side detour, or both? As a KPI undertaking, the strategy should determine the method to achieve the KPI, and then the specific action measures. The plan should form a closed loop of "KPI-strategy-action measures" management, and the OGSM-T framework model mentioned above can be used to formulate the plan.
· Form 3: Write a report. If the plan only stays on the year, the granularity is too coarse to manage, so continue to refine the annual plan into quarterly, monthly, weekly, or even daily. Writing reports is to refine the granularity and implement the team's execution into specific weekly and daily execution actions, and the most common forms of reports are daily and weekly reports.
Different reports have different meanings. The daily report focuses on the completion of three important tasks every day, and the focus of the weekly report is to analyze, whether the weekly goal has been achieved, what is the reason if it is not achieved, and how to improve the next week?
On the one hand, it is important to persist in writing daily and weekly reports, with the aim of forming good work habits, which are valuable to everyone in the team; on the other hand, team managers must give feedback to the daily and weekly reports of team members, and realize the ability of subordinates to improve through the interaction between superiors and subordinates, and then enhance the team's execution ability.
· Fourth Form: Meeting. In addition to daily and weekly reports, in order to reflect the correction of the implementation process, the most basic meeting forms of the team are daily meetings and weekly meetings. The purpose of the morning meeting is to stimulate the state, the purpose of the evening meeting is to solve problems, and the purpose of the weekly meeting is to share cases.
How to have a good team meeting? There are three things to pay attention to: First, it doesn't have to be held every day. It is easy to be a formality in holding meetings every day, holding meetings is the means, and smooth implementation is the goal; second, the forms should be diverse. For example, case sharing meetings, team learning meetings, product training meetings, team reading meetings, etc., in a variety of forms, to ensure the effectiveness of the meeting; The sense of ritual of the team meeting is very important, so that each team member has the opportunity to take the stage, before the meeting according to the theme of the meeting must prepare PPT, but also to do some selection, send some prizes, stimulate everyone's enthusiasm for participation, improve the quality of the meeting.
· Fifth Style: Counseling. In the process of team implementation, there will be a variety of problems, at this time, managers should intervene in time to provide targeted guidance to team members. There are generally three types of tutors: new employees, old employees, and problem solvers. When a new employee enters a company, they usually go through four stages: excitement, frustration, confusion and maturity. The stage is different, the focus of counseling will be different; the ability of the old employees is no problem, the key is the mentality, the cycle of the mentality counseling for the old employees will be relatively long; the counseling of the problem should be timely, and the problem will be intervened when encountered, and the problem will be solved after it is over, and the problem may be the ability of the counselor, or it may be the mentality of the counselor.
· Sixth type: engage in team building. The purpose of team building is to mobilize everyone's enthusiasm for work and improve team cohesion, otherwise, it is difficult for the team to twist into a rope, once the hearts of the people are scattered, the team will not be easy to bring. Team building methods can be divided into two types: activity team building and business team building. Activity team building is to carry out team integration by engaging in some team activities, with the aim of promoting chemical reactions through the physical contact of team members. Business team building is to increase team cohesion by fighting together with the help of specific work scenarios, with the aim of stimulating the state of team members around business goals. Don't mention team building as soon as you engage in activities, activity team building and business team building must be combined.
· Seventh form: make a debriefing. Debriefing is to allow team members to summarize their performance in a certain period, which can be quarterly, half a year, or a year. Before the debriefing, everyone should prepare a debriefing report, and the manager must give feedback during the debriefing, not only to find the problems of subordinates, but also to affirm the performance of subordinates and praise them face-to-face. The debriefing is a mirror that allows each team member to clearly identify their own progress and shortcomings, so as to better promote the team's execution.
· The eighth form: can review. If the debriefing is the team's summary of themselves, then the review is the manager's summary of the entire team. The team review should not only review the business, but also review the status of the team. Everyone is familiar with the business review, the team state review is relatively rare, the team state should be summarized from the two aspects of ability and willingness, and the ability problem is the appearance, and the willingness problem is the fundamental.
· Ninth Form: There is reflection. In addition to the review of the business and team status, managers should finally do a review of themselves, that is, self-reflection. What is your progress at a certain stage, and what needs to be improved? Constantly summarizing and reflecting is an important means for managers to improve their leadership, and it is also a key guarantee for the improvement of team execution.
With the help of the above-mentioned "three moves and nine styles" team execution solution, enterprises can better implement organizational execution as a necessary action for team execution, and after repeated practice and polishing, form an enterprise execution methodology system to fundamentally solve the problem of execution.
