Posts Tagged ‘execution’

What Makes a Good Boss?

Monday, August 2nd, 2010

Almost 25 years ago, an article in ‘Business’ magazine described the ten qualities employees most wanted their bosses to possess.  A lot has changed in the world since then, but these (with some updating by me) still look good.

1. Establishing organization clarity

a.  Establishing clear goals and standards

b.  Communicating group (not just individual) goals

c.  Involving people in setting goals (not just dictating them)

d.  Delegate responsibility clearly

2.  Encouraging open, two-way communication

a.  Open and candid when dealing with people

b.  Honest, direct and to the point

c.  Establishing a climate of openness and trust

3.  Willingness to coach and support people

a.  Supportive and helpful

b. Working constructively (and decisively) to correct performance problems

c.  Going to bat for subordinates

4.  Providing ‘objective’ recognition

a. Recognize good performance more often than criticizing performance problems

b. Tying rewards to excellence of job performance (vs seniority or personal relationships)

5.  Establishing ongoing controls

a.  Following up in a timely manner

b.  Giving ‘real-time’ feedback on how subordinates are doing

6.  Selecting (and keeping) the right people

a.  Both bringing the ‘right’ people on and exiting those who don’t fit

7.  Understanding the financial implications of decisions

8.  Encouraging innovation and new ideas

a.  Surprisingly, this was seen as important regardless of how conservative or traditional the company

9. Making decisions and ensuring the organization executes successfully

10.  Demonstrating high levels of integrity

a.  Doing the ‘right’ thing, both internally an externally

Anything you would add or omit?  Which one is the most important to you?

Is Your Strategy MOSTLY Right?

Wednesday, August 12th, 2009

In the 1987 classic movie, “The Princess Bride,” there is a scene where the hero, Westley, is thought have been killed by his nemesis, Prince Humperdink. His friends bring him to the home of Miracle Max, who proclaims that in fact, Westley is not completely dead, but merely MOSTLY dead.

Perhaps an odd transition to organization strategy, but it was the analogy that leapt to mind when reading a recent blog post from Harvard Business Publishing entitled, Lessons Learned from 30 Years of Leadership .

While I am getting uncomfortably close to that milestone myself, I will let Tony Tjan, CEO of Cue Ball and Dick Harrington, former CEO of Thomson Reuters speak for me as they talk about the three most important lessons Harrington has learned over his long career:

First: Having a ‘directionally correct’ strategy (Lesson Learned: Don’t get caught in the minutia)

Second: Execution focus – alignment and communication (Lesson Learned: Organizational clarity around a small number of ‘must do’ objectives is crucial)

Third: Build in systems to ensure true customer intimacy (Lesson Learned: Never assume that you know everything about your customer’s needs)

Simple yet eloquent points that never go out of style; worth communicating over and over again.

Many years ago, as a young Managing Director with Federal Express, I attended a meeting for Sales and Operations Directors and above. I can’t remember the purpose of the meeting, but do recall an impassioned speech given by our COO Jim Barksdale (who subsequently became CEO at Netscape). I vividly remember him saying at one point, “You people are always looking for the 100% solution and nothing gets done around here. Give me 80% every time”.

In other words, get it MOSTLY right, focus, execute, and iterate as necessary.

What leadership lessons are important to you? Is getting it “mostly right”, good enough for you?

Thanks, Amelia