This is copyright of UBT 2012

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2 This is copyright of UBT 2012

3 Turning Your Vision into Results Through Effective Execution...Because Change Happens...

4 You can have the best vision in the world, but if you can t put it into effect, you are wasting your time. Success in business is 25% strategy, and 75% execution. Accenture Top 10 Challenges for Organisations in 2011 / 4.

5 Don t blame the economy. ONLY $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ SOURCE: Harvard Business School of respondents say current economic conditions are limiting their companies ability to execute strategy / 5.

6 The most-cited obstacles to execution. IMPORTANCE OF OBSTACLE HIGH Resistance to Change Lack of clear and decisive leadership Lack of Accountability Too much focus on shortterm results Everyone is too busy Poor communication of Strategy Making the strategy meaningful to the frontline HIGH POPULARITY OF RESPONSE SOURCE: Harvard Business School / 6.

7 Creating buy-in to the strategy. Companies tend to be more top-down that bottom-up in their approach to strategy formulation. 38% AGREE COMPLETELY 21% AGREE SOME WHAT 59% Agree at least somewhat with the statement there is an imaginary line in my company s organisational chart. Strategy is created by people above the line, while strategy is executed by people below the line. SOURCE: Harvard Business School / 7.

8 Vision to Results rogensi s Leadership Execution Framework Vision Set direction Engage & Excite RATIONAL EMOTIONAL CREATE CONTEXT Strategy Reality Believability Desirability Prioritised Activity RESULTS Execute RATIONAL Capability Accountability Sustain Momentum EMOTIONAL Energy Visibility RESULTS / 8.

9 Vision To Results / 9.

10 Set Direction Vision There is nothing which rots morale more quickly and more completely than the feeling that those in authority do not know their own minds. It is easier to put the jigsaw puzzle together if you can see the picture on the box cover. / 10.

11 Set Direction Strategy The Source of Competitive Advantage Michael Porter Questions: - Big picture and operational plans - Are they meaningful, clear, understood by all stakeholders at all levels / 11.

12 Set Direction Considerations for Strategy Operational Effectiveness Strategic Positioning Assimilating, attaining, and extending best practice Creating a uniqueand sustainablecompetitive position Run the same race faster Choose to run a different race Harvard Business School / 12.

13 Set Direction Reality A man should look for what is, and not for what he thinks should be. Albert Einstein / 13.

14 Set Direction / 14.

15 Engage & Excite Believability To accomplish great things, we must not only act but also dream, not only play but believe Questions: -Do we (as leaders) and our teams truly believe we will achieve the goals set? -If there is no buy in, the goals will not be achieved / 15.

16 The Change Curve Commitment This works for me and my colleagues Satisfaction I m happy as I am Denial This isn t relevant to my work Hope I can see how I make this work for me Resistance I m not having this Exploration Could this work for me? Time / 16.

17 Engage & Excite Believability Effective & Impactful Communication What If...? Why? How? What? / 17.

18 Engage & Excite Desirability Questions: -What can we do to create an environment where the teams are inspired and motivated to achieve the results? -What can we do to raise the teams levels of engagement / 18.

19 What Motivates Your Team Hertzberg s analysis of attitudes to work Dissatisfiers - Satisfiers Progress in Work - Achievement Blue = Motivators Recognition and Praise Red = Hygiene factors The Work in Itself - Satisfaction Responsibility and Authority to Decide Promotion The Policy of the Company and its Administration Management Salary Length of bar graph indicates impact. Depth of bar graph indicates time frame (the deeper the bar the longer the item remained an issue. Personal Relations with Manager Working Condition (source: Fredrick Herzberg further work 2003) / 19.

20 Engage and Excite / 20.

21 Execute Prioritised Activity The organisation that focus on continuously measuring and driving management and team behaviours, including aligning initiatives and priorities, yield a much higher return on those programs than those that leave it to chance. / 21.

22 Execute Prioritised Activity The value of an idea lies in the using of it. Thomas Edison / 22.

23 Execute Capability (Knowledge + Skills + Process) x Mindset = Exceptional Performance / 23.

24 Execute Accountability Delivering on what you said you would do! -Anon / 24.

25 Execute / 25.

26 Create & Sustain Momentum Energy A leader has to have the vision and conviction that a dream can be achieved. They then need to inspire the power and energy to get it done Ralph Lauren / 26.

27 Create & Sustain momentum Visibility Celebrate what you want to see more of. Tom Peters / 27.

28 Create and Sustain Momentum / 28.

29 IN SUMMARY

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