Does this model look familiar?
When we divide work that belongs together what grows is internal competition, poor handoffs, customer dissatisfaction, and employee frustration. Structure and process issues are misdiagnosed as people issues, and the pattern continues.
Focus,
Identify,
Engage,
Sustain
FOCUS on areas of priority to the business
IDENTIFY opportunities to unleash performance and accountability
ENGAGE the appropriate people in the organization to deliver collective results
SUSTAIN performance in an environment where people and performance thrive
THE FIVE LEADERSHIP PRACTICES™ FRAMEWORK
disconnects that naturally occur in a dynamic environment. They also help uncover ways to build the capacity to collaborate as needed. It’s a common-sense approach that can ultimately become common practice in your organization.
Ensure purpose is both actionable and meaningful
LEADERSHIP PRACTICE #2:
Establish connections that matter to organization-wide results
LEADERSHIP PRACTICE #3:
Make trade-off decisions to optimize overall results
LEADERSHIP PRACTICE #4:
Develop real-time capacity to deal with disruptions and disconnects
LEADERSHIP PRACTICE #5:
Unleash performance and accountability for organization-wide results and the relationships that matter to them.