With firms planning out 2021, here’s a reminder that for strategies to be meaningful, you must align everything in your organization to match the strategy. McKinsey & Company consultants Tom Peters and Robert Waterman created a useful alignment tool known as the 7-S Model.
It recommends that structure, systems, skills, shared values, staff, and leadership style all be in alignment
in support of the strategy.
Every fall, we gather at an annual offsite meeting to set goals, no more than three per year, for the upcoming year. We also include time for socializing with each other (though, this year, it’s all remote meetings and a virtual happy hour).
Not only does it give us a clear focus for the next 12 months, but it also reminds us of why we are choosing to build a business together.
Here are the guidelines we follow:
Limit goals to no more than three, with one identified as the top goal.
Make goals measurable so you know when your goals have been met.
Assign ultimate responsibility for each goal to someone with the proper authority.
Have frequent updates to “shine a light” on progress toward each goal.
Create a theme that ties everyone in the company to the top goal for the year.
Hold quarterly meetings to review what’s been done and what’s next.
At Intertech, we improve communication in the leadership team through personality cheat sheets, which are personality profiles that remind us who hates long-winded descriptions and who struggles to make a decision that involves something unpleasant. This is to keep us from driving each other crazy in those little annoying everyday ways that creep up when people work closely together for a long time. The cheat sheets are the result of a personality inventory similar to a Myers–Briggs test. I highly recommend it for any group of partners or managers who work closely together.
Also, we are intentional about building strong, trusting relationships among the leadership team. Pre-COVID, a weekly lunch at a local restaurant took us away from the daily press of business and helped us reconnect on a more fundamental level.
Professionals expect clarity in performance appraisals and promotions. Make sure the expectations are set clearly from the very first day and give frequent feedback along the way. We’ve adopted the Dale Carnegie Key Result Areas (KRAs) approach to talent management. We use the following questions:
What is the purpose of my job? This answer should be extremely simple, such as “selling our services.”
What do I need to do to make it happen? For someone in sales, the answer might be “call 100 potential clients every day.”
What tools do I need to be successful? For a salesperson, training in phone skills or negotiation techniques might be in order.
My book, The 100, was supplemented by more than 25 downloadable templates and checklists to help lead a team, run a business, and manage your life. They are all available for free, and based on downloads, here are a few of the most popular: