Category Archives: Business strategy

Cash is King. Clarity is Queen.

In the mid-1990s, I was introduced to the term, “Cash is King”. It means that, in business, you can never forget that accountants and finance rule the day. All of us, no matter where we live and work, exist within an economic reality that is ruled by the mighty dollar.

Everything that we do as leaders, ultimately, will be judged by its economic impact. Yet, I preach Servant Leadership which is about recognising the full potential of people and enabling them to shine.

How does Servant Leadership marry with “Cash is King”?

Read on if you’d like to discover how the two are related.

Continue reading Cash is King. Clarity is Queen.

Five Steps For Connecting Strategy to Action

For many years I have been facilitating leadership development programs for graduate students who have a minimum of five years work experience. The focus of the program is to enhance the capacity of the participants (even if only in a small way) to successfully perform in a mid to senior leadership role. The participants in the programs come from a broad range of cultural and work experience back-grounds, which is one of the many reasons that I enjoy facilitating the program. As part of the program I ask the participants to generate questions, that if answered would help them to better perform their role as a mid to senior leader.

A recent question that I was asked was, “What is the most important thing that you have to do as a manager to keep your team focused on organisational objectives?”.

There are many factors that relate to answering this question. In this blog I will provide one approach that a leader can use to enhance the capacity of the team that they lead to stay focused on (and achieve) organisational objectives and goals.

Step 1.
Does your team know the organisational objectives to which it is contributing? This may seem like a silly question but my experience has taught me that it isn’t. Too many managers aren’t able to clearly and quickly articulate the organisational objectives to which the performance of their team is contributing. If you are in this situation then it is your responsibility to find out. The answer can usually be found in the organisation’s Strategic Plan or Annual Plan. These documents will exist but all too often their implementation seems remote from a mid-management perspective because a gap often exists between planning and operational activities.

Step 2.
Once you have identified the objectives outlined in your Strategic Plan, the next challenge for you is to communicate how that plan relates directly to your team members. A simple and effective tool, irrespective of the level of the people who report to you, is to use the One Page Strategy Map invented by Kaplan and Norton. An example of such a map can be found here.


Many organisations use the Balanced Scorecard methodology for their Strategic Planning and even if a different methodology is used, the high level strategies can often be focused and presented on a single page.

Step 3.
Literally sit down with each member of the team that you lead and, with a highlighter in hand, highlight each aspect of the Strategy Map to which their work directly relates. On many levels the act of highlighting different aspects of the content on the Strategy Map is far less important than the conversation that you will be having with each member of the team as you go through this process. These conversations will create a clear and specific level of understanding about what each person does and how that contributes to the achievement of organisational objectives.

Copyright Gary Ryan 2012

Step 4.
At the conclusion of your conversation ask your team member if they have identified any work that they are doing that doesn’t seem to fit anywhere on the map. The answer to this question will not automatically mean that they are doing something that they shouldn’t be doing, but it certainly should indicate that further inquiry into this work should be considered.

Step 5.
Ultimately any work performed by the members of the team that you lead should be able to be explained in the context of how it contributes to the strategies outlined in the Strategy Map. Any other activities may be a waste of time and may indicate a loss of focus from the real work that should be performed. If possible, conduct a whole team conversation to enable each team member to clearly and concisely articulate their contribution (and collectively your team’s contribution) to the achievement of organisational objectives.

If you follow the five steps above and regularly talk about the progress that your team is making toward the achievement of the objectives outlined on your organisation’s One Page Strategy Map you will have an enhanced capacity to help your team members maintain focus on the work that they should be doing.

What is your experience with using Strategy Maps or similar tools to enhance the focus of your team? Or, if this post has encouraged you to try this approach for the first time, please let me know how you go.

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com

Is your People Strategy aligned with your Service Strategy?

Your organisation’s People Strategy includes everything from recruitment, to development and the way people exit your organisation. People are fundamental to the implementation of your Service Strategy so the way that you approach your recruitment, development and exit processes are examples of that strategy in action. 
How do you recruit, develop and exit people from your organisation? 
Are these activities performed in a way that reflects a service approach toward your people?
Copyright Gary Ryan 2011
Research Participant
The way people are exited from an organisation is a true test of its approach to service. When the company had to reduce staff numbers through no direct fault of its own and it did everything it could over a 12 month peeriod to help to prepare the exiting staff for their next job, I thought to myself, “This company really cares about people. I hope that their next company cares as much.”
Why not use this article as a catalyst for Conversations That Matter® within your workplace.
 
The OTM Service Strategy includes 7 key elements and 50 attributes that provide synergy for an effective service strategy. Find out more here.


Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com

Slideshare Presentation – Interview with Tony Lendrum

Gary Ryan interviews Tony Lendrum, Founder of 0 to 10 Relationship Management and author of his 3rd book “Building High Performance Business Relationships“.

Learn about the Storyboard, Six Principles and Five Themes required to create high performance business relationships.

Please ensure that you allow enough time for the audio to load prior to pressing play (loading times will depend on the spend of your internet service)

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com