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In my previous blog on the Performance Trilogy®, (here) the secret to achieving superior performance at any endeavor was to focus your energy on three fundamental processes; strategy, execution and leadership development. Leading each of the three processes requires that you assume different roles and responsibilities. During the upfront strategy phase, your role is to “lead from the front” and [...]

In my previous blog on the Performance Trilogy®, (Insert the link to the blog here) the secret to becoming a great leader was to focus on three core processes; strategy, execution and development. Understanding each of these processes and utilizing the process tools however is necessary but not sufficient for success. Specific leadership actions are required during each of the [...]

I sincerely meant the title of my article as a compliment. Having spent the better part of my professional life leading and managing scientists and engineers as well as professionals in marketing, business administration, human resources; I can attest that they represent the biggest challenge to your success as a leader. The vast majority of scientists and engineers are extremely [...]

The business literature today provides an overwhelming array of leadership and management articles and books. This literature is not as helpful as it could be. On the one hand, they are written for fellow experts and introduce new and oftentimes confusing, complex theories and language to describe management processes. On the other hand, there are many articles and books written [...]

After completing the first two steps in the performance management process, you now have the blueprint to ensure that your strategy is properly executed. Sharing that blueprint and getting commitment in Step 3 is the critical next step in the process. The larger the organization the easier it is for lower level managers and individuals to misinterpret, or in some [...]

Step 2 - Establishing KPIs (Key Performance Indicators) and milestones to measure whether the institutional objectives are being met There is a widely accepted management principle worth subscribing to. “What gets measured gets managed”. It is important for any strategic thrust to know your current level of performance, what performance you aspire to, and how will you know if you [...]

Ensuring that the strategy is rigorously translated into performance objectives that are actively managed throughout the organization A disciplined performance management process is essential to ensure that key elements of the strategic plan are being properly implemented. I have described below a codified performance management process to support the execution of your strategic plan. While not original or foolproof, it [...]

Translating your strategic agenda into actionable objectives and managing to achieve those objectives In previous STILE Points, we presented a detailed 7 step process to develop a winning strategy. The result was a strategic agenda that identified the critical success factors needed to achieve your vision. That’s the good news. The bad news is that even with a winning strategy, [...]

In developing a strategic agenda, the focus will be on five strategies: a market strategy, regulatory strategy and stakeholder strategy (outside-in approach); and a product strategy and a resource strategy (inside-out approach). For each of these strategies, specific strategic thrusts need to be identified that if successfully executed, will lead to achieving your vision and mission. In previous STILE Points, [...]