Creating an implementation culture is all about getting things done through people. In order to do that, you need to know where it is you want to go. This could mean taking a structured approach.
A structured approach requires that you and your team work through the planning to action process linking your strategic plan to your tactical implementation needs. As part of your planning process, consider these 9 key steps to get teams going in the same direction.
Define Strategy
If you have strategic items that the senior team must deliver on, review them. Get them down to 3 to 5 strategic agenda items and into words that can be remembered by you and your people.
Set Initiatives
Start the process of defining your key initiatives that relate to the strategic agenda items. Depending on the size of the organization, these may be referred to as enterprise or program items. No matter which term you use, create strategic initiatives that serve as umbrellas for actual project work.
Establish Key Work Elements
Establish the big chunks of work that must be done. These are key elements. Work statements should always start with a verb and be action-charged. These are the key elements and are also referred to as statements of work. They are not tasks. You should only have 3 to 5 key elements at the end of this step.
Create Measurable Outcomes
To create measurable outcomes, use the SMART (specific, measurable, attainable, realistic, time-bound) or CAR (challenge, action, result expected) models. When writing measurable outcome statements, make sure they are no more than three sentences. The longer and more detailed the information the greater chance you will lose your key stakeholders.
Identify and Enable Champions
Every initiative should have a champion. Champions are leaders who use vision and influence to get things done through people. This is not the same as being a manager. Managers are operational and get things done through authority. It is important that Champion be empowered to work across the organization and functional lines to lead and support the strategic initiatives, required outcomes and work elements to ensure success.
Agree on Timelines
All initiatives should have timelines. There should be an overall umbrella timeline for each strategic initiative and separate timelines for work elements. Timelines should be discussed and agreed upon. Not everything has to happen at once.
Assign Project Leaders
Work gets done by leveraging resources. In this case, the resources are defined as people. At this level, the Initiative Champion seeks Project Leaders within the functional business areas to rise up and take responsibility for organizing people to get the chunks of work completed. The project leaders must break down the chunks of work, gathering additional resources and creating micro-timelines to meet key milestones.
Forecast Costs
The Initiative Champions working with Operational Managers and Project Leaders should work together to define the true costs associated with the strategic initiatives and the associated work. Some initiatives will be operational and others will be clear projects.
Ensure Alignment
There should always be an alignment stream associated with your strategic initiatives. The alignment stream should include objectives for creating a common language for communications, establishing awareness / activation abilities and building collaboration skills. Delegation will help.
Not everything happens at once. This only the tip of the iceberg when it comes to getting teams rowing in the same direction. There will be mistakes as teams and people become overwhelmed with what needs to be done. This is normal.
An implementation culture is often cross-functional and self-directed, therefore needing a common process is important. If you truly want people rowing in the same direction then make sure you provide the approach and help your people fill in the details along the way.
This Weeks Red Question: What steps are you taking to get people to row in the same diection?
