a Single Finger cannot remove vermin

African sayings are so powerful and succinct. I guess it is because traditional Africans don’t rely heavily on a written body of knowledge and therefore use and reuse the sayings of everyday life. EMyth’s perspective is to look meta and this saying is just that. It turns the western view that there is no I in TEAM into the counterintuitive UBUNTU meaning, there is no TEAM in I. In other words, nothing gets done until there is a team of which you ~ our interest is the leadership perspective ~ are an integral part.

You need help in delivering something. The only way that can be done is via the traditional multiplying effect of the management structure to create the team, motivate, and manage them to produce (tradition MBA speak -P.L.O.C.; Plan, Lead, Organise and Control).

​Engaged employees

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Only 30% of workers are engaged with their jobs (Gallup) and 90% of strategies fail due to poor execution (Harvard Business School) so, as we are increasingly becoming workgroups from multiple locations – is this getting easier? The question is, how do we translate our fundamental management skills to cope with remote employees and customers? For “office teams”, we can take advantage of “our” referred authority to make sure that they are perfectly aligned with company, management vision and task focus. This traditional strategy is where we spend 80% of our time concentrating on the “work”, Planning activities, and Overcoming Obstacles. (remember P.L.O.C)

An argument can be made that we don’t have this luxury with remote employees, who may also not even be full-time employees. This applies to  contracting staff or even coaching clients, where YOUR traditional hierarchical command and control has little or NO influence. Appealing to their emotional (WHY) to make this arrangement work, means that for some, motivation in engagement requires a “leap of faith”.

“why” WITHOUT the “what”

Of course this “should be” an AND not an OR decision, but the trick is allowing enough accountability to the team/individual you lead, without relinquishing your own responsibility to deliver these components that are building your Asset of Value (AoV). There is strong anecdotal evidence that a strong process, collaborative methodology, and focused deliverables that match your business ecosystem System of Delivery (SoD) can have huge financial benefit. The value of putting in this work is demonstrated by empirical evidence given by John Warrillow, the founder of The Sellability Score in a recent webinar.

Our take-away from this slide is that, with an optimised SoD there is a 7 figure impact on the value of YOUR business!

  • components of your SoD are evaluated by prospective buyers/funders of your company who place low “multiplier” – i.e. they discount the value of YOUR asset for systems that are only “about/NOT there”.
  • ​anything that gets a score of below 70% Maturity and Competence can attract 3-4 times more than the “current” valuation (across the sample)
  • but those that have SoD implemented, above 70%, can expect a multiplier for sale ~ or attracting riskless equity investment of around 7 TIMES! (Multiple of your historic earnings)

what NEEDS to be done?

Enter the humble (EED) Executive Electronic Dashboard. We have built a number of these for current clients. There is strong anecdotal evidence that the amount of engagement with the dashboard by the team has the following consequences;

  • collaboration at a level never before experienced in that team – benefit is; engaged employees who “stay the distance” with lower staff turnover delivering both a lower current cost of people, as well as the opportunity cost replacements due to high attrition.
  • innovation is improved and the deliverables do not have be “pushed uphill” by the owner – they are pulled by a level of energy and interest from all the team through sort~term involved learning long~term delivery is enhanced through application of systems,
  • there were NO projects that run “over” or at 90% completion for an indeterminate time!

6 components to LOOK for in a EED

  1. Individual setting and delivery of goals is important and not events, tasks and activities as set by the manager
  2. Charting elements (like Turn Over Performance as an example) should have an OBJECTIVE – a benchmark – and each months histogram should produce a simple average line as well to determine trend
  3. Charting elements can be tangible (like the above example) or intangible like a customer satisfaction index
  4. Charting elements can be tied to a simple project management methodology – but, not all performance components that you are keeping your eye on, need corrective intervention projects
  5. a simple data entry capture form is produced for the set-up that allows data elements to be collected from various sources in the enterprise ~ example the Monthly Management accounts or a little system at reception on lead and lead-source counting
  6. When a project is created for a Charting element there are a number of very simple characteristics
    • the project should be named – like Phoenix to represent the rebuilding of a burnt down warehouse (get the picture), they tend to become personal (and owned) when named
    • the optimal number of projects across the WHOLE EED should be not greater than 5 don’t allow bloat – its like quicksand
    • each project should carry 7 milestones, defined as interim milestones on the path to delivering the project – small quick wins improve the Project delivery potential hugely
    • date started, projected delivery date, owner etc.,

Where to begin?

I’ve seen customers define 10’s of projects per month on their Annual Planning document. Then, don’t know were to begin, get low take-up and the whole thing gathers dust. I’ve seen them define just “one I have to have” project and get so consumed with the minutiae that the project is always 99% completed, running over time and budget consuming careers, generating frustration and huge amounts of managers time. We can help you get this balance right. We've deployed a working FREE tool that will help you QUANTIFY this process. The bottom line is; START, make it S.M.A.R.T.* get an outside perspective and knock the bottles off the fence one at a time (focus). 

*S=Specific, M=Measurable, A=Achievable, R=Relevant, T=Time ring-fenced

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Peter French

Business Coaching is not consulting, it's also not therapy. It's a unique profession that lives somewhere in between these two poles - structured to leave lasting life and business value!

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