Many organizations struggling with major initiatives look for better means to manage performance. Oversimplification of problems or underestimation of the barriers to change (even the readiness of organizations to absorb change) impedes progress. Executives sponsoring key initiatives, particularly enterprise wide and multi-generational, should seek to understand how its organization executes – what it does and does not do well – and effectively empower change agents and influencers to deliver results.

Wishing Doesn’t Make it So
The dilemma Managers face in making individuals and organizations accountable for success is in integrating the impact of initiatives to individuals, their teams and the organization. Too often, Senior Leadership absolves itself of responsibility for execution and creates an arbitrary systems of penalties without recognition. This trait hallmarks organizations focused on excuse rather than execution. Timely decisions on critical issues, proper resourcing, problem definition and setting realistic expectations are within the domain of Senior Leadership; communication, expectation management and execution are the responsibility of Managers and their Teams. Each needs the other. The skill is in managing initiatives and relationships – both – for the good of the organization. Continue reading →