creatingacultureofexecution(英文版)-文庫(kù)吧資料
2025-03-07 18:49本頁(yè)面
【正文】 ls ? People get recognized and rewarded for doing things that support key goals ? My anization consistently achieves its most important goals 52% 43% 33% 21% Four Disciplines of Execution ? Focus on the ―wildly important‖ not the merely important. ? Build measures that motivate. ? Translate 30,000 foot goals into new front line behaviors. ? Win as a team. My manager . . . Ranking Is a hard worker 1 Prioritizes work so our time is spent on the most important issues 74 Sets clear expectations when assigning tasks 75 Plans ahead to reduce having to work in a crisis mode 76 Provides feedback on our group’s performance 77 MANAGERS WORK HARD BUT FAIL TO PROVIDE FOCUS AND DIRECTION More than million workers were asked to rank their managers on a scale of 77 predetermined characteristics in this FranklinCovey Profile study. (Source: FranklinCovey Profile Center Aggregate Report, 2023) Where it began… Work Compass— Execution Tool Four Disciplines of Execution 1: Focus on the Wildly Important “ After five years of research, I’m absolutely convinced that if we just focus our attention on the right things— and stop doing the senseless things that consume so much time and energy— we can create a powerful Flywheel Effect.” Jim Collins Good to Great Execution Discipline 1: Focus on the Wildly Important ? Identify 2 or 3 ―MUST DO‖ goals ? State them so that they are selforienting and galvanizing ? Gain lineofsight understanding and mitment all the way to frontline ? Align resources, recognition, and incentives to reinforce mitment Four Disciplines of Execution 2: Build Measures that Motivate 2: Build Measures that Motivate Once you reach a certain level, everyone is good, and everyone trains hard. The differenc
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號(hào)-1