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Prove It! by Stacey Barr

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CHAPTER 8 DECISION: THEY WANT TO WORK FOR SOMETHING BIGGER THAN THEMSELVES

When I work with executive teams to make their strategy measurable, by the time we've made it results-oriented and de-weaselled it, we often realise that many of the goals are in fact multifocused. What starts out as six strategic goal statements becomes 15 or more individual performance results. Local government often encounters this problem: strategy is written so broadly that it unpacks into an unmanageable (and very un-strategic) number of true goals. One regional council had eight strategic themes — their highest-level goals. When we unpacked just the first of these eight strategic themes, by making sure it was about results and by translating the weasel words, we ended up with 15 specific performance results. Imagine how overwhelmed the team felt when they realised this was only the first goal.

Decision means focus

The evidence-based leadership habit of Direction involves being ruthless. In The 4 Principles of Execution the authors advise us to focus on just a few ‘wildly important goals'. As leaders, we must do this when we set the organisational direction. And as leaders we must inspire this focus on the wildly important throughout the whole organisation.

The CEO of a small company that helps car dealerships automate their sales processes played the perfect role in inspiring such focus when all nine of his business ...

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