Get It, Set It, Move It, Prove It: 60 Ways To Get Real by Mark Graham Brown

By Mark Graham Brown

GET IT, SET IT, flow IT, turn out IT: 60 how one can Get actual leads to your company Mark Graham Brown should you search to supply measurable ends up in your company, this ebook is for you. It offers sensible and valuable tools so that you can use instantly and issues out conduct you need to steer clear of. Get It, Set It, circulation It, end up it really is approximately getting actual effects and with the ability to turn out them. The designated function of this publication is the four-phased version: "Get It" specializes in your leadership’s imaginative and prescient and values; "Set It" improves your objectives and techniques and their deployment in regard to ethics and regulatory standards and function size; "Move It" strengthens your relationships with vital consumers and the administration of staff and key paintings methods; and "Prove It" is helping you provide the proof that your structures are generating high-performance effects.

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Additional info for Get It, Set It, Move It, Prove It: 60 Ways To Get Real Results In Your Organization

Sample text

The authors make some excellent points about the futility of simply writing stuff down. You need to execute—do the job—not just write down what you intend to do. I remember working with one of the largest aerospace companies that loved to issue new policies to change behavior in the organization. Whenever people were not doing what they were supposed to, corporate issued a new “Corporate Policy Directive” and sent it out to everyone. Some of the policies had been issued many times with multiple drafts, so a complicated coding system soon had to be devised to sort all the policy directives so that CPD 39-a.

Keep in mind that raising the bar each year on everything is a good way to drive yourself nuts. How to Set It: Measure What’s Important Setting goals linked to your mission and vision is an important activity for any organization. It is rarely done well, however. The keys to success are to make sure that most of the goals relate to your core business and that both strategic and operational goals are realistic and achievable. Here’s how to set it: Don’t get overly caught up in the excitement of strategic planning at the expense of working to fulfill your organization’s basic mission.

Your scorecard, dashboard, or whatever analogy you use to define your performance measures should make your strategy visible to an outside observer. A number of organizations I’ve worked with track metrics that have questionable value. Some examples of questionable measures I’ve seen on company scorecards are as follows: Training attendance (butts in seats) Number of active process improvement projects Marksmanship for security officers who never use their guns Number of employees with an individual development plan Number of processes documented Number of active suppliers Number of teams It seems as if organizations like to count things and report on dumb things that are easy to measure but have questionable use for running the organization.

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