In this penultimate article in this series explaining the Rockefeller Habits and this habit talks to personal priorities and personal accountability for these priorities. If you are familiar with the Scaling Up One Page Strategic Plan then this habit links directly to column 7 in the plan.
Having clear priorities for the business for each quarter is critical but not enough; these priorities need to be broken down and cascaded down appropriately through the leadership team priorities, down through management and to all levels in the organisation. So this habit is all about everyone in the business being able to say if that have had a good day or week - quantitively. So everyone in the business needs to know what their priorities are, how they are measured and how they are tracking to those measurements which gives them clear line of sight from what they need to do straight to the company's purpose and BHAG (via the 3HAG of course). The 9th Habit reads:
All employees can answer quantitively whether they had a good day or week(column 7 of the One-Page Strategic Plan.
- 1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person.
- Each employee has 1 Critical Number that aligns with the company's Critical Number for the quarter (clear line of sight).
- Each Individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company.
- All Executives and middle managers have a coach (or peer coach) holding them accountable to behaviour changes.
So how do you know if you have had a great day or week? If you are clear on your own priorities and how they contribute to your teams priorities and in turn, how they contribute to the company's priorities, then it is clear whether you have had a good day or week. Being on track with your priorities means you have had a good day or week, if you are not on track, then your day or week is not so good but at least you know what you need to do to get back on track.
How do you know if you are on track? Your 1 or 2 KPIs and your critical number will tell you and you need to report on these (verbally is fine) every week.
Individually, you will also have 3-5 quarterly priorities (or rocks) that together help you achieve your critical number. These quarterly priorities need to contribute to achieving your teams quarterly priorities (that in turn contribute to the annual priorities).
Finally, we all need coaching whether it is internally or externally. Executive and middle management ideally should work with a certified Scaling Up coach but all level benefit from having a peer coach (as proposed by Marshall Goldsmith). If you want to find out how peer coaching works, get in touch or search for "Marshall Goldsmith peer coach" on the web.
In the next (and final) article in this series we'll look at how we get our organisation's plans visible to everyone so that everyone knows where we are going and how we are tracking on our journey.
Posted by : ged | On Sunday, 30 September 2018 | Modified On Wednesday, 28 November 2018