09.2009
FORWARD OUR eNEWS
TO AN ASSOCIATE
The 100-Day Challenge for Executives, Managers and Supervisors
We may have spent the past 265 days trimming expenses, planning new strategies and taking action to survive in the new economy. But the last 100 days are critical. The economy is turning the corner to recovery, and now you have a unique opportunity to get ahead of your competition — or get stuck in the status quo of the past year. The most important time in a long-distance marathon is the last quarter mile, coming around that last turn. The last 100 days of the year determine the momentum for the upcoming year. Is your organization poised to achieve breakthrough successes that will position you for 2010? Are you ready to lead in a way that demonstrates your accountability and commitment to success? Are there changes in your habits that you want to make with less than100 days remaining in 2009?
Keeping commitments is the heart of accountability, and yet I continually hear of organizations that are not keeping their commitments to achieving their most important strategic goals, accomplishing their projects on time and on budget or satisfying their customers' expectations. It is unacceptable to end this year with a culture of breaking commitments and falling short of your goals.
These three traits associated with each level of management plague many organizations:
- Committing to Too Many Priorities – Executives are trying to accomplish 15 or more priorities at once, which results in fragmentation, ineffective use of resources and confusion.
- Silos and Power Struggles – Middle managers aren't effectively sharing resources, coordinating between departments or keeping commitments to their peers, resulting in unnecessary conflicts, late projects and poor customer service.
- Activity Driven Rather Than Outcome Driven – Supervisors are more dedicated to measuring activity than outcomes. In one organization where the focus was changed to achieving desired outcomes, 30% of unnecessary activities were eliminated, which produced faster and more successful results. In another organization, projects improved from being 20% on time and on budget to 75% on time and on budget in less than a year.
If your organization suffers from any one, or several, of these conditions, it is time to use the remainder of 2009 to transform these patterns and accomplish your most important priorities — so you will end the year with upward momentum and thrive in 2010. You may be asking, "Where do I begin?" Start with number one above, and work your way down. Building an accountable organization begins with clear priorities that are aligned for all involved. Then it is critical to optimize execution with cross-functional accountability, breaking down silos and power struggles that undermine high performance. Finally, to optimize effectiveness and efficiency, you must mobilize supervisors and employees to achieve successful deliverables rather than busying themselves with activities to appear hardworking.
If you are ready to take the 100-day challenge and would like assistance, act now, and contact us today at help@impaqcorp.com or 310-275-0055. We promise to deliver measurable and rapid results! Let's finish 2009 strong and gain momentum for greater success in 2010 — together!
IMPAQ is a global leader in Consulting & Training services that increase Personal, Team and Organizational Accountability. For more than two-decades, IMPAQ has successfully worked with Fortune 100 clients around the world to improve performance execution while achieving sustainable business growth. IMPAQ Founder, best-selling Author, and renowned Speaker, Mark Samuel, has successfully lead and delivered culture transformation to establish corporate transparency and high-performance habits that has resulted in improved Measurements, Performance, and Profitability!!!
IMPAQ
7785 W. Sunset Blvd.
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contactus@impaqcorp.com