【正文】 t succeed. How are we going to get it? At first, Ginsberg recalls, she met silence. Finally one team member raised her hand. She was willing to get out there to the universities, and be more visible, go out with the recruiter and the senior human resources people, said Ginsberg. She also agreed to help some upanding scientists learn how to develop relationships with universities.A second team member said he would help her make some calls. The ice wasbroken and all the team members eventually took on group responsibilities. Itwas all about dialogue, says Ginsberg. Until the individual leaders embraced the unifying elements of the strategy for the good of the enterprise, they only attended to their own mission. The dialogue helped them buyin, agree to some shared activities, and begin to work more collaboratively.2. Set up systems and processes to create clarityWhy is executing strategy so difficult, even when the plan is clear? Because good execution only happens when employee behavior is aligned with strategy. And many managers can’t, won’t or don’t create the “transmitter opportunities” required to get people to do the right things. Managers: can’t because they don’t know how to talk with their subordinates about change and/or poor performance。 and talent review sessions. Dialogue drives all these processes. Each represents a “transmitter opportunity,” where strategic messages are conveyed and behavior is aligned with goals.3. Aligning and differentiating rewards. Leaders must make sure rewards encourage behaviors consistent with strategy, which sounds easy but isn’t. Differentiation is about making sure that stars get significantly more than poor performers. But almost everywhere managers distribute rewards more or less evenly. As we’ll see, lack of effective performance dialogue is a key contributor to dysfunctional reward schemes.We list these three items separately but they are, of course, interconnected. Systems and processes depend on clarity from the top. Differentiation and alignment of rewards depend on managers using performance systems effectively. Dialogue is the glue that holds it all together. But not just any dialogue will do. It must be dialogue with purpose, focused on performance.Link to pany valuationCompanies that manage performance well—General Electric es to mind—have higher market valuations. Why? Because, more and more, institutional investors view strategy execution as a vital factor influencing stock prices.Just a few years ago institutional investors relied almost exclusively on financial measures for pany valuations. Now 35% of a market valuation is influenced by nonfinancial, intangible factors, according to a study by Ernst amp。 and 2) engage in regular performance dialogue to monitor behavior and ensure it is aligned with strategy. Three keys to managing performanceA culture of dialogue doesn’t happen instantly, any more than a fluid tennis stroke does. It takes practice, persistence and hard work. So how exactly can leaders ensure that strategy messages go all the way down the line—that the tennis ball gets hit correctly? The three keys to managing performance effectively are:1. Achieving radical clarity by decoding strategy at the top. Many organizations think they send clear signals but don’t. In some cases, managers subordinate broad strategic goals to operational goals within their silos. That’s what happened with Peter’s top team. Elsewhere, top team members often have too many “top” priorities—we’ve seen as many as 100 in one case—which results in mixed signals and blurred focus. Strategy decode requires winnowing priorities down to a manageable number—as little as five. 2. Setting up systems and processes to ensure clarity. Once strategy is clear, organizations must create processes to ensure that the right strategy messages cascade down the organization. These include: strategycentered budget and planning sessions。s ideas to advance their own. Getting them to work jointly and be held accountable for business results was going to be very difficult.In the first group meeting, the vice president simply assigned accountabilities to the various team members. I could see the scientists digging in their heels, says Harris Ginsberg, an internal leadership consultant who attended the meeting. No one was going to dictate to them what they should do. Even if they39。 Series 1 and Series 2 must be removed. Also, scale needs to be 1100]Topperforming panies believe that welldifferentiated rewards—even forced ranking of employe。 HIGHLIGHT SECTION 3。Steve Sherretta五月 5, 2022Performance Management:Enhancing Execution Through a Culture of DialoguePeter is Chief Executive Officer for a medical supply multinational that recently crafted a new strategy to counter petitive threats. The plan stressed the need to cut cycle time, concentrate sales on highermargin products and develop new markets. Four months after circulating the plan, Peter did a “walkaround” to see how things were going. He was appalled. Everywhere Peter turned people, departments—whole business units—simply didn’t “get it.”First surprise: Engineering. The group had cut product design time 30%, meeting its goal to increase speedtomarket. Good. Then Peter asked how manufacturing would be affected. It turned out the new design would take much more time to make. Total cycle time actually increased. “Our strategic plan message is not really getting through,” Peter thought.Second surprise: Sales. The new strategy called for a shift—emphasize high margin sales rather that pushing product down the pipeline as fast as possible. But just about every salesperson Peter spoke to was making transactional sales to highvolume customers。 Young Center for Business Innovation. The study showed that “execution of corporate strategy” and “management credibility” ranked number