Showing posts with label Leadership. Show all posts
Showing posts with label Leadership. Show all posts

Thursday, October 5, 2017

Master the Art Of Being Mentored: How to Get the Most From Mentoring


Knowing just how to get the best from the time you spend with your mentor might seem a little daunting at first. But remember, mentoring is a two-way process. Once you understand that the difference between success and failure, it is very much down to you, the contribution and the commitment you’re prepared to make.

Mentoring is one of the most effective professional development tools on offer at the workplace by today’s go-ahead organisations and, apart from all the positive benefits you’ll gain (such as building self-confidence, increasing potential and receiving objective and honest feedback), you’ll find it will help underpin the success of your career.

Once you’ve selected the right mentor (usually someone who can act as a role model and isn’t too similar to you) there are some golden rules for mentees that will help you achieve the best results from your sessions.

 

The 5 golden rules for the “mentee”

1. Be open to new ideas and willing to explore your feelings

The more curious you are the better and the more likely you’ll be able to ask your mentor really insightful questions and get to see the bigger picture.

2. Be honest and prepared to share your thoughts and experiences

You need to trust your mentor as it’s important you tell them all about yourself – the good and the bad. It’s the only way you’ll be able to change and improve.

3. Take responsibility for your own development

It’s tempting to depend on your mentor to set goals. But it is you who is ultimately the one who must decide what it is you want to achieve; your mentor is there to provide guidance, encouragement and the support you need to take things forward.

4. Invest the necessary time to prepare for each meeting

Be willing to allocate sufficient time to do all you can to complete agreed actions points. Before you meet again, reflect and think about what you have achieved. Which things went well? Perhaps something got in the way of your plans? Make notes to bring with you – the more your mentor gets to know you, the better.

5. Your total personal commitment

Once you’ve agreed on an action plan in order to achieve your goals, your mentor needs to know you’re fully committed. “Yes”, must mean “Yes”. Be clear about the steps you intend to take, always ask yourself if they can be achieved in the time frame. Any doubts, then be honest with your mentor – understanding why you feel as you do will allow the relationship to continue to work at its best.

Tuesday, February 24, 2015

Learning Organization Profile

Learning Organization Profile

Below is a list of statements. Read each one carefully, then decide the extent to which it actually applies to your organization by using the scale below:
  • 4 = applies fully
  • 3 = applies to a great extent
  • 2 = applies to a moderate extent
  • 1 = applies to little or no extent
Be honest with your answers as the goal is to identify where your organization is presently at so that you can make improvements.

Learning Dynamics: Individual, Group or Team, and Organization

  1. _______ We are encouraged and expected to manage our own learning and development.

  2. _______ People avoid distorting information and blocking communication channels, using such skills as active listening and effective feedback.

  3. _______ Individuals are trained and coached in learning how to learn.

  4. _______ Teams and individuals use the action learning process. (that is, they learn from careful reflection on problem situations, and then apply their new knowledge to future actions.)

  5. _______ People are able to think and act with a comprehensive, systems approach.

Organization Transformation: Vision, Culture, Strategy, and Structure

  1. _______ Top-level managers support the vision of a learning organization.

  2. _______ There is a climate that supports and recognizes the importance of learning.

  3. _______ We learn from failures as well as successes.

  4. _______ Learning opportunities are incorporated into operations and programs.

  5. _______ The organization is streamlined--with few management levels--to maximize communication and learning across all levels.

People Empowerment: Employee, Manager, Customer, and Community

  1. _______ We strive to develop an empowered workforce able to learn and perform.

  2. _______ Authority is decentralized and delegated.

  3. _______ Managers take on the roles of coaching, mentoring, and facilitating learning.

  4. _______ We actively share information with our customers to obtain their ideas to learn and improve services and products.

  5. _______ We participate in joint learning events with supplies, community groups, professional associations, and academic institutions.

Knowledge Management: Acquisition, Creation, Storage and Retrieval, and Transfer and Use

  1. _______ People monitor trends outside our organization by looking at what others do--for example, by benchmarking best practices, attending conferences, and examining published research.

  2. _______ People are trained in the skills of creative thinking and experimentation.

  3. _______ We often create demonstration projects to test new ways of developing a product or delivering a service.

  4. _______ Systems and structures exist to ensure that important knowledge is coded, stored, and made available to those who need and can use it.

  5. _______ We continue to develop new strategies and mechanisms for sharing learning throughout the organization.

Technology Application: Information Systems, Technology-Based Learning, and EPSS (Electronic Performance Support Systems)

  1. _______ Effective and efficient computer-based information systems help our organizational learning.

  2. _______ People have ready access to the information superhighway--for example, through local area networks, the Internet, ASTD Online, and so on.

  3. _______ Learning facilities such as training and conference rooms incorporate electronic multimedia support.

  4. _______ We support just-in-time learning with a system that integrates high-technology learning systems, coaching, and actual work into a seamless process.

  5. _______ Electronic Performance Support Systems (EPSS) enable us to learn and do our work better.

_______ Total (Maximum Score 100)


Scoring

81 - 100: Congratulations! You are well on your way to becoming a learning organization!
61 - 80: Keep on moving! Your organization has a solid learning foundation.
40 - 60: A good beginning. Your organization has gathered some important building blocks to become a learning organization.
Below 40: Watch out! Time to make drastic changes if you want to survive in a rapidly changing world.

Wednesday, January 14, 2015

Growing And Sustaining A Virtual Team Takes Extra Effort

Ah, virtual teams. They’ve been around for quite some time, but are more common in this day and age when technology affords us the ability to work anywhere, any time of day. But it’s important to remember that virtual teams are made up up many different and diverse team members. And building that team into a cohesive unit can be a real chore. Here are some tactics you can implement to ensure your team is building in the right direction.
  • Have regular team meetings. A weekly teleconference that everyone is required to attend goes a long way in bringing a virtual team together. Have a regular agenda and make sure you keep the meeting on track. You could alternate the meeting leadership to help every team member feel involved.
  • Mix and match team members. As your company takes on new projects, don’t just keep the same old team members together to accomplish the new objectives. Look deep into your team and ensure you leverage the strengths of each and every team member. Give team members opportunities to work with people they’ve never met before.
  • Stay in touch virtually. Send out a weekly email newsletters to let everyone on your team know what’s going on in the company. Conduct (at least) quarterly webinars to help team members stay in touch with the big picture of your company.
  • Allow face-to-face interaction. Whenever possible and financially feasible for your company, get team members together face-to-face. There’s nothing that can cement a relationship faster and build a stronger team than pairing a face with a voice you’ve only known virtually.

Saturday, August 31, 2013

Team Building - Top Ten Things, Ten Ways & 5 Simple Actions

Successful Team Building. Elusive? Maybe. Desired? Definitely. Challenging? Sure. But top class Team Building is what all great bosses do. Having a slick, smart, gung-ho team around you is the ingredient you need, to make your business or organisation really perform.
"The best leaders are those most interested in surrounding themselves with assistants and associates smarter than they are. They are frank in admitting this and are willing to pay for such talents."
~Amos Parrish

Yet why is it so challenging for many managers and leaders? What proves so difficult? Well, what we will do here is to try to tease out all the elements of how you go about easy Team Building.

 
Top Ten Things About Team Building

People who lead the best teams realise early on that they cannot run their business alone. It will either kill them or they will fail.

Here are some of the ways the very best set about Team Building...

1. Be Clear
-Great team leaders have expressed a very clear vision and with it simple expectations of their team.
2. Are Fair and Consistent
-They have one set of rules and one set only - for everyone including themselves. Everyone knows the acceptable behaviour and standards.
3. Delegate
-The best Team Building comes through sharing key workload, enabling team members to succeed, develop and deliver the result.
4. Leave Well Alone
-Leaders are very clear on what they want and then let go. They are not especially interested in how it is delivered, though they recognise the best results come from collaboration.
5. Provide Resources
-Great team leaders enhance the relationship with their team by ensuring that they have all they need to get the job done, whilst subtly alerting them to potential difficulties.
6. Give and Take Feedback
-In open and honest relationships all members of the team are willing to give each other support and feedback - including the leader. Both ways.
7. Blame No-one
-To truly enable a team of positive and willing contributors, risk is allowed! Using the phrase 'ask for forgiveness, not permission' a great team evolves. Delivering outstanding results.
8. Develop the Team
-Excellent Team Building comes from growing together and a top team leader's mission is to make that happen. Synergies are exploited, experiences are shared and above all team members are challenged and stretched to maximise achievements, in a place of safety.
9. Appreciate Individuals
-There are great individuals in great teams and the leaders job is to honour each and every one of them, whilst utilising those special, individual talents, in a co-creative team performance.
10. Celebrate Together
-And boy do those best at Team Building know how to make the most of success - ready for the next challenge!



Ten Ways to be Better at Team Building
 
1. Do Less
-Appreciate that leading a team is about giving way and letting others get on with it.
2. Communicate Well
-Keep in touch regularly. Keep your people informed and listen to them well. Ups and downs - if you do this, they will build their trust in you.
3. Be Interested in the People
-By creating a great team remember that they are all individuals too - they are real people who have differing needs from you. Appreciating that differentiates you as an exceptional team leader.
4. Choose Well
-The best time to choose a team is at the start. If you tolerate poor team members it is much, much harder to fix. So choose well. Recruit well. It's the best form of Team Building you can use.
5. Learn Together
-This is a concerted effort of co-operative learning - all together, including you - admit your shortfalls and they will support you. Support them and they will grow!
6. Review
-And as part of that learning, review progress regularly; appreciate if someone is struggling and encourage ways to learn and move on. Review the end result too Using what's been learned for the next project.
7. Be Open
-As leader you have an important role to make sure that the job gets done. Yet you are allowed to be open with them - to share your concerns and fears. It is OK to be human and within that emotional bond, you will all become a stronger team.
8. Allow Failure
-How you handle things when they do go wrong is a vital component in how your team will evolve and how you will evolve as a team leader. The outcome will be positive or more fear and doubt. As Charles Lindbergh said:-

    "What kind of man would live where there is no daring. I don't believe in taking foolish chances, but nothing can be accomplished without taking any chance at all"

9. Have Fun
-It's OK to have fun. A team leader walks a fine line between over-familiarity and easy business relationships. But it can be done - watch for signals and respond accordingly. At the same time enable laughter and joy. It is a strong bond.
10. Spread the Word
-When the team work is over, or if key people move on, rejoice in what they take from the experience with you. Encourage them to use their experience of Team Building with their new people and do it for themselves.



5 Simple Actions You Can Take Today!

-Watch how much depends on you as the boss. If it is hard - you need better team-working.
-Test yourself this week for things that 'only you can do'. Ask yourself, 'Is this really true?'. 'Is there no-one else I have on board who can help me here?'
-Find a great team (business; sport; whatever) and consider everything they needed to become as good as they are as a team.
-Find out what your team members would like to do that you do yourself. Asking them is the best and easiest way.
-Ask them what you could personally do differently that would enable them to do their jobs much better.
-One more! - checkout where the weaknesses are in your team - who is it that sucks energy from you (and others) - is it fixable or not. If not work out a humane way to resolve it fast.

Six Motivational Techniques for Managers

HR specialist and writer, Dennis Phoenix, suggests six motivational techniques for managers.

Any manager knows that a motivated team is a productive team. The success of any business is dependent on the motivation of its employees. Happy and engaged employees invariably lead to productivity and profit. Unfortunately, motivational techniques are anything but an exact science. What works for one individual doesn’t for another.

It is critical for a manager or small business owner to find out what motivates their team. In many cases, it boils down to getting to know each employee on an individual basis. Some are motivated by money alone, some prefer recognition and others are motivated when they feel valued.

 

Six motivational techniques for managers

Communicate

It is said that good communication is the number one factor in any good relationship. A leader must always be approachable and accessible. In other words, keep the door open. Spending time with employees on a one to one basis will put them at ease and alleviate uncertainty. It will also give the manager keen insight into what motivates each of his employees.

 

Socialize

Tuesday, August 27, 2013

Life Transformation: The Secret To Creating Your Best Self

Transformation: The Secret To Live Your Best Life

“You do something that you could never have imagined yourself doing, become something you could never have imagined yourself becoming, and, ultimately, live a life greater than you could have ever imagined yourself living.” ~Dr. Judith Wright

At the most fundamental level, every self-improvement blog post or self help book is about life transformation.

How can you transform from the person you are today to a person who is happier, healthier, more fulfilled, more productive, in better relationships, having more self-esteem, and feeling more self-confident?

Even the smallest positive life changes transform us in some way, pushing us forward on the personal evolutionary scale and fostering some level of self-awareness and growth.

But what if you could transform on a level that afforded so much more than incremental change? What if personal transformation propelled you from living a better life to living a spectacular life?

Recently, I had a guest expert speak to students in my Path to Passion course about the kind of transformation that leads to spectacular living. Dr. Judith Wright is an educator, renowned coach and speaker, lifestyles expert, and author (with her husband Bob) of Transformed!: The Science of Spectacular Living.

Dr. Wright was kind enough to speak with me about her book and the process of life transformation that leads to exponential, significant change and growth. Here’s what she had to say:

Saturday, August 3, 2013

12 Tips For Dealing With A Lazy Co-Worker

12 Tips For Dealing With A Lazy Co-Worker 
Do you work with someone who takes two-hour lunch breaks, makes dozens of personal calls and naps in their desk chair? Perhaps they frequent the restroom or surf the web all day, while you hustle to keep up with your daily workload. It’s not uncommon to come across a lazy co-worker, and they’re not always easy to deal with. 

Carping and tattling won’t get you anywhere – but there are a few things you can do to alleviate the issue. Here are 12 tips for dealing with a lazy co-worker from Stever Robbins, an executive and personal coach, and top 10 business podcaster.

1. Don’t let them distract you. Don’t spend your day focusing on the fact that your lazy co-worker is constantly checking Facebook, texting or snoring at the desk next to yours. Try to tune them out and focus on your work. “Human beings are funny that way,” Robbins says. “We will spend more time focusing on the fact that our colleague isn’t doing their work than it would take to just do it ourselves.”

2. Don’t get caught up in the issue of fairness. Life isn’t fair. “People often say ‘it’s unfair that he gets away with doing nothing,’ but at the end of the day, it really doesn’t change anything,” Robbins says. “By pointing out that it’s not fair, we just make ourselves feel bad and the situation doesn’t change.” Instead, focus on being the best that you can be.

3. Decide who you want to be. “These tips are really all about behavior, but there’s a more important question: Who do you want to show up as in your life?” he says. “Think of the people you deeply admire, and what personal qualities make them admirable? Regardless of the practical implications of your actions, ask yourself how the ‘Ideal You’ would deal with the situation. You’ll behave very differently with Chuck Norris as your role model then with Ghandi as your role model.” Sometimes, who you are as a person is more important in determining your actions than momentary concerns of a specific situation.

4. Don’t let it affect your attitude. If you waste your time and energy on being angry or annoyed about your lazy colleague, your work performance may start slipping and you may be less pleasant to be around. A hostile colleague is just as bad as a lazy one.

5. Don’t tattle. That might make you look like a apple polisher, so don’t do it. But that doesn’t mean you shouldn’t speak up. “This one is tricky,” he warns. “It depends on the situation and the boss. Some bosses might say, ‘Thanks for letting me know. I’ll investigate,’ while others may tell you, ‘It’s not your job to worry about your co-workers’ performance.’  It could make you look bad. But if you go to your boss and say, ‘I’m at a point where I can’t go any further with this project because I’m waiting for Bill to finish his part. What can we do about this?,’ it gets the point across without your seeming like a tattler.” If they explicitly ask you to review your co-workers’ performance, you should be honest, Robbins suggests.

6. Don’t let their ways rub off on you. Don’t get sucked into their routine of two-hour lunch breaks and dozens of trips to the restroom or water cooler. If they start chatting with you, let them know you’re busy. “It’s tempting to follow their lead if they are getting away with it, but don’t fall into that trap,” he says.

7. Don’t let their work become your responsibility. If you’re on the same team or share the same responsibilities, don’t pick up the work they aren’t doing. Remind them of tasks and deadlines, but don’t let babysitting your lazy colleagues consume too much of your valuable time.

8. Don’t let them affect your success. A lazy colleague can hinder your progress. If your boss notices work isn’t getting done, don’t let the blame fall on you. This is your opportunity to speak up, if you haven’t done so already.

9. Use the opportunity to become a leader. This may be your chance to really step up and prove you can deal with difficult situations. “When you go to your boss, tell him or her that you’ve noticed your colleague isn’t getting their work done, so you would like the opportunity to be a leader. Then, approach your colleague and say you want to help him meet goals and deadlines. This frames you as a leader.”

10. Don’t gossip or complain to other colleagues. It’s unprofessional. “You could cause misunderstandings and hurt feelings,” Robbins says.

11. Communicate with your co-worker. He or she might not be lazy. Instead, they might be unclear of their tasks and deadlines. “Be clear about goals, deadlines and commitments,” Robbins suggests. “Sometimes it’s not that they’re lazy, it’s that they don’t have a good way of organizing their work or managing their time.” There’s always a chance that they’re preoccupied with a personal matter, too. “We need to remember that life happens,” he says. They could be distracted by a health issue or family problem.

12. Don’t say yes to projects that require your co-worker to work at full capacity. If your co-worker is chronically lazy and nothing or no one—not you, not your boss—has been able to make a difference, proactively work this into how you plan, Robbins says. “When you’re given a project where you’ll have to depend on your lazy co-worker, factor their anticipated laziness into your schedule. Don’t agree to a time frame that assumes they’ll deliver,” he adds. You can also  use this as an opportunity to ask for more resources. “For example, you can say, ‘Hey, boss, I’m afraid I won’t be able to finish the project by June with the current resources.’ You’re boss might respond, ‘But you have Bob.’ Tell him, ‘Yes, but given the pace of Bob’s work, I don’t think he can deliver what we’ll need in the time frame we’ll need it.’ Best case, you’ll get the resources you need. Worst case, you’ve implicitly raised the issue of Bob’s performance with your boss in a non-aggressive way.”

Sources: Forbes

Got a New Strategy? Don't Forget the Execution Part

The following post was published on the Knowledge@Wharton website on July 31, 2013.

When it comes to executing strategy, the old saying “the devil is in the details” holds true for many companies, according to Wharton emeritus management professor Lawrence G. Hrebiniak. While executives may readily participate in the development of new strategies, execution tends to get short shrift, because it is often viewed as a lower-level task or concern, he notes. In the following interview, Hrebiniak — who just published the second edition of his book, Making Strategy Work: Leading Effective Execution and Change — explains why it’s critical for firms to create a “culture of execution” in order to succeed.

An edited version of the conversation appears below.


Knowledge@Wharton: Why do firms tend to focus much more energy on strategy and less on execution?

Lawrence G. Hrebiniak: Strategy execution takes longer, involves more people, demands the consideration and integration of many key variables or activities, and requires an effective feedback or control system to keep a needed focus on the process of execution over time. The strategic planning stage is usually more concentrated and of shorter duration than the execution stage. It often deals with interesting conceptual issues that appeal to many managers. The longer execution time horizon results in developments and changes that must be addressed over time — for example, manager turnover, competitors’ reactions to a company’s strategy, changing economic and competitive conditions, a changing industry structure and forces, etc. — suggesting the importance and difficulty of organizational adaptation during the execution process.

Keeping managers and functional specialists involved in and committed to the execution requirements over a long time period can be difficult. Some managers simply give up or turn to other developing problems and opportunities, reducing the energy expended on implementation plans and activities. To some managers, execution-related issues aren’t as exciting or conceptual, resulting in less than enthusiastic attention or energy being focused on these activities. These factors, among others, increase the difficulty of strategy execution and cause managers to avoid critical implementation requirements. The key here is management support — from the top down — to create a culture of execution and maintain a focus on execution and its benefits.


Knowledge@Wharton: What are some of the biggest mistakes that companies make when it comes to implementing strategy? What are the common pitfalls?

Hrebiniak: There are a number of mistakes I’ve observed over the years. One is that strategy execution or implementation is viewed as a lower-level task or concern. Top managers with this view believe that making strategy work — the decisions and activities associated with this task — is somehow “below them,” literally and figuratively. This often creates a “caste” or class system in which upper management feels that it’s done the hard work — strategic planning — and that the lower-level people then can do the easier work of execution. This is a huge mistake, one that can create cultural rifts and poor communication across organizational levels, leading to ineffective performance and other serious problems.
Another mistake managers make is to assume that execution is a quick, one-shot decision or action, like “Ready-Aim-Execute” — or even worse, “Ready-Execute-Aim.” Implementation or execution simply isn’t a one-shot deal. Strategy execution is a process, with important relationships among key variables, decisions and actions, not a quick fix marked by simple clichés, such as: “Give him the ball and let him run with it.” Failure to see and appreciate the interdependence or interaction among key factors — strategy, structure, incentives, controls, coordination, culture, change, etc. — is a costly mistake that detracts from strategy execution success. The complexity of the implementation process also results in managers ignoring the execution process, an issue I mentioned earlier.

A mistake I’ve observed occasionally is that a good strategy is seen as sufficient to motivate effective execution. The assumption is that solid execution will come naturally, as people see the benefits and logic of the strategic plan and act accordingly to foster execution success. This assumption rarely, if ever, is founded; execution takes hard work, communication of actions and benefits, and effective incentives to get managers to buy into the execution process. Managers need skin in the game and logical guidance about their roles in the execution scheme to make even a good strategy work.

A related mistake is to assume that a really bad or unsound strategy can be made to work well if “we execute it well.” A bad strategy cannot be saved by working hard at execution. “You can’t make a silk purse out of a sow’s ear,” as the saying warns. Good strategy comes first and is essential to sound execution. Skimping on the strategy formulation stage of strategic management can only lead to implementation headaches.

There are additional pitfalls that threaten the strategy execution process in addition to those suggested above. An important one emanates from not having a solid plan of execution or implementation. Every strategic plan requires an implementation or execution component or plan. Every corporate and business plan must be supported by a plan of execution. The execution plan or component must lay out clearly the key decisions and actions required for making the strategy work. The interdependence or interactions among key factors must be spelled out, and well understood. Responsibility and accountability for decisions and actions must be clear and agreed upon, with areas of overlapping responsibility and need for cooperation laid out and committed to by key personnel. Failure to develop an implementation plan is a problem or pitfall that usually ends in disastrous performance. Again, the assumption seems to be that execution simply happens or unfolds seamlessly, and this is a mistake.

A big pitfall or mistake emanates from a poor understanding of organizational structure. Not understanding the costs and benefits of different structures or designs can lead to severe problems. Treating structure as an afterthought or something that changes according to managers’ whims or fancies and not as a response to the demands of strategy represents a major problem or pitfall. Structure has a role to play. It affects many things, including efficiency, effectiveness, getting close to markets and customers, and so on. A lack of understanding of structure’s role in making strategy work usually leads to problems.

Also, a major pitfall with all sorts of related problems is inadequate or inappropriate attention to the management of change. Implementation or execution plans often include the need for change, and handling it poorly can lead to resistance to new execution efforts.


Knowledge@Wharton: What new kinds of problems have emerged since you published the first edition of your book — that is, what kinds of new challenges are managers facing when it comes to executing strategy in today’s business environment?

Hrebiniak: A number of new challenges emerged after publication of the first edition of Making Strategy Work. One might think that the old or consistent, ongoing challenges I noted earlier would be sufficient to keep managers who are interested in execution busy for a long time. Yet, new challenges and ideas were presented to me, adding to the list of execution-related needs. One [new area of concern was] the service sector, including not-for-profit organizations. The question simply was: Does the material in Making Strategy Work apply equally well to service organizations? Not-for-profits? Another request was for a deeper coverage of the execution of global strategies. The first edition of the book contained little insight here, and managers told me that they would like to see more about implementation in the global arena.

Quite a few managers raised questions about project management. In fact, I was contacted by someone representing the Project Management Institute who asked [several] questions about the role of project management in the execution process. Additional questions regarding making M&A strategies work also were raised. The new edition [has sections] dealing with service organizations, global strategies and project management, as well as a revised chapter on making M&A strategies work.


Knowledge@Wharton: What can a company do to become more focused on executing successfully?

Hrebiniak: The basic step for a company to follow to become more focused on execution or implementation is to create a culture of execution. How does one create such a culture? Let’s look at some basic facts. First, it’s a fact that culture affects behavior. An organizational culture include values, prescriptions on how to act, how to treat others, how to react to performance shortfalls, how to compete, etc., and these have a profound impact on behavior. A related fact, however, also must be kept in mind: Behavior, over time, affects organizational culture. Culture, [in other words], is both an independent, causal factor, and a dependent factor, affected by behavior. How, then, does one create a desired culture? By creating behaviors and performance programs that become an integral part of an organization’s way of doing things. By creating and reinforcing behaviors and performance programs that affect the very essence of how organizations act and compete, i.e. their culture.

A company, then, can [create] a culture of execution by [developing and reinforcing] behaviors that affect culture. It can: lay out key decisions, actions, and capabilities needed for successful execution; support the model and execution plan with effective incentives and controls; create structures and processes that support desired strategic and operating objectives; and manage execution as a change process in which agreement and commitment are sought and rewarded. Creating and reinforcing behaviors related to execution will impact culture; culture will reflect the critical execution-related behaviors. It is important to design, reward and otherwise support the right behaviors, those that are vital to making strategy work, in order to create and nurture a culture of execution.

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