TRIGGERS TO START USING MG
Nearly every enterprise can benefit from the collaborative self-discipline of Mg; however, there are a few transition points of many companies that provide new urgency to the challenges of ensuring execution. Some examples include:
- My subordinates say that they have already too many tasks, but I don’t understand why they should be so busy.
- More and more meetings are drifting into systemic, strategic discussions without any real solutions to the immediate problems.
- “Recession” has become an easy excuse for regular, daily failure.
- A cancer of complaining without people taking initiative to fix things is corrupting our business culture.
- Follow-up of tasks that should have been completed is taking far too much time at all levels.
- We are loosing our ability to commit to a goal and fight.
- Staff regularly explain their incomplete work or poor quality work by complaining that the assignment was not clear.
- We have far more staff participation in strategy and far more ways to communicate, but I don’t see the improvements yet.
- Our cash flow situation has no buffer for poor execution and creating further anxiety.
BOAT STANDING STILL IS BAD FOR CREW MORALE
These are all examples of dysfunctional or underperforming execution. Poor execution affects moral and your ability to lead. When you commit to restore execution focus, you build trust and confidence within the team. This is your commitment to respond to their management escalations, their commitments to achieve your objectives, and a mutual commitment to deserve collective trust.
