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Tactical Execution Best Practice 1 – Priority System Alignment with Mission Goals
Seldom do leaders assign work to individuals based on the corporate goal of achieving something.
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Additional Information
The following StrategyDriven recommended best practices can be used achieve the priority alignment discussed above:
- Organizational Performance Measures Best Practice 1 – Vertical Cascading (article)
- StrategyDriven Podcast Episode 6 – Vertically Cascading Organizational Performance Measures, part 1 of 3 (podcast)
- StrategyDriven Podcast Episode 7 – Vertically Cascading Organizational Performance Measures, part 2 of 3 (podcast)
- StrategyDriven Podcast Episode 8 – Vertically Cascading Organizational Performance Measures, part 3 of 3 (podcast)
- Organizational Performance Measures Best Practice 2 – Horizontally Shared (article)
- StrategyDriven Podcast Episode 9 – Horizontally Shared Organizational Performance Measures (podcast)
It’s hard to find an executive who doesn’t believe that his or her people are significant assets and a competitive advantage for the company. Why then are so few employees involved in the strategic planning process? Engaging employees gains their ‘rubber meets the road’ customer and process experiences and earns buy-in it for the plan’s implementation. Therefore, employee involvement in strategic planning is a win-win proposition; the only question remaining is when and where in the process to involve them.
Lying is wrong. Business politicians master the art of manipulating and misrepresenting facts to elicited a desired response. They do this by making ambiguous assertions providing the necessary false impression with an accountability escape route.
Intent, like beauty, is held in the eye of the beholder. Organizations employ policies practices, and procedures as a way to promote consistency in behaviors among executives, managers, and employees. However, no documented directive can cover all circumstances and some accepted practices simply reside in the minds of the workforce. Consequently, leeway is typically given for the application of judgment to tailor directions to the particulars of a situation so long as the intent of the documented directive or accepted practice is met. It is within this gray area of intent that one possessing legitimate positional authority can exert power for the furtherance of his or her objectives.
“The fallacy of Weak analogy is committed when a conclusion is based on an insufficient, poor, or inadequate analogy. The analogy offered as evidence is faulty because it is irrelevant; the claimed similarity is superficial or unrelated to the issue at stake in the argument. Or the analogy may be relevant to some extent yet overlooks or ignores significant dissimilarities between the analogs.”
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