Leadership Lessons from the United States Naval Academy – 24/7/365

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StrategyDriven Leadership Lessons from the United States Naval Academy ArticleAssuming a leadership role makes one a public representative of the organization as well as bestowing decision-making authority over corporate resources; obligating the leader to act responsibly on behalf of the company 24 hours a day, 7 days a week, 365 days a year. This obligation cannot be taken lightly.

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Map Performance Measure Ownership

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Too often, creation and maintenance of organizational performance measures becomes an administrative exercise accompanied by lifeless, mundane monthly review meetings. Real ownership of a performance measure means an individual is not only accountable for the performance indicated but is dedicated to improving that performance over time. Such ownership seldom exists when performance measures are assigned based on what appears to be a reasonable or logical association. Rather, true ownership occurs when performance measure inputs are assessed and responsibility and accountability deliberately assigned to the individual or work group whose actions and decisions most significantly affect the indicated performance. And as all accountabilities, ownership of performance measures should be documented and communicated to the respective owners.

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Tactical Execution Best Practice 5 – No Co-, Only Vice

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StrategyDriven Tactical Execution Best Practice ArticleNo two people are exactly alike; they will always have at least a slightly different interpretation as to what the organization’s ultimate goals are and how to be achieve them regardless of the amount of painstaking detail put into describing each objective.

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Additional Information

Added perspective on the merits of a singular leadership authority can be found in StrategyDriven Decision-Making Best Practice – There Can Be Only One.

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Leadership Lessons from the United States Naval Academy – The 3 Minute Rule

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How much time do you waste waiting for meetings to start late? How much time does your organization waste? Ever thought about the aggregated cost that wasted time represents? If you have, the number is most assuredly staggering.

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Portfolio Management Best Practice 2 – The Project Registry (Continued)

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As an organization grows, so does its number of divisions, departments, and work groups. The subsequent dispersion of management responsibility and encapsulation of attention on distinct business functions can cause leaders to lose sight of all the initiatives being authorized across the organization. This unavoidable phenomenon increases the risk of project duplication and diversion of funds from relatively high value projects to less impactful ones. To avoid this risk requires informing management decisions with comparable, value-based data related to the entire body of organizational initiatives. When properly configured and governed, a centralized project registry services as an effective tool to provide managers with the information needed to eliminate redundant work and ensure appropriate resource allocation.

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