Economic Ages of Civilization

N Wisdom Information/Knowledge Worker Industrial Agrarian Hunters/Gatherers

The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing on this achievement rests the economic and social gains of the 20th Century The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER. The most valuable assets of a 20th-century company were its production equipment. The most valuable asset of a 21st-century institution, whether business or nonbusiness, will be its knowledge workers and their productivity

Peter Drucker, Management Challenges for the 21st Century

ISSUE Leadership Management Structure Motivation Performance Appraisal Information Communication Culture Budgeting Training & Development People Voice

OLD INDUSTRIAL AGE CONTROL MODEL A position (formal authority) Control things and people Hierarchical, bureaucratic External, carrot-and-sticking External, sandwich technique Primarily short-term financial Primarily top-down Social rules / mores of the workplace Primarily top-down Sideshow, skill-oriented, expendable Expense on P & L, asset lip service Generally unimportant for most

NEW KNOWLEDGE WORKER AGE RELEASE/EMPOWERMENT MODEL A choice (moral authority) Control things, release (empower) people Flatter, boundary-less, flexible Internalwhole person Self-evaluation using 360 feedback Compelling Scoreboard (long-and-shortterm) Open: Light is the greatest disinfectant Principle-centered values and economic rules of marketplace Open, flexible, synergistic Maintenance, strategic, whole person, values An investment with highest leverage Strategic for all, complimentary, team

The 7 Habits of Highly Effective People

Sharpen the Saw

Interdependence
Seek First to Understand, Then be Understood
Public Victory

Synergize

Think Win-Win
Put First Things First

Independence
Be Proactive
Begin with the Dependence End in Mind
Private Victory

The Roots of the Execution Gap

Lack of Clarity Lack of Commitment

EXECUTION

No Translation to Action No Enabling

No Synergy
Lack of Accountability

Workplace/Organizational Principles: Execution Gaps

Clarityunderstand key priorities

Commitmentemotionally connected to key priorities

Translationline-of-sight from job, team, etc., to key priorities Enablingremove structure/system and cultural barriers Synergywork together to arrive at better ways to achieve goals Accountabilityresponsible for achieving key prioritized goals

Execution Gaps

Industrial Age Knowledge Worker Age (Solution) (Cause)

Identification/Involvement Whole Person in a Whole Job

Clarity Announcing Commitment..

Selling Job Description

Translation..

Aligning Goals for Results

Aligning structures/culture 3rd Alternative Communication Frequent, Open, Mutual re: Compelling Scoreboard

Enabling Carrot & Stick

(people as expense)

Synergy. Cooperate!
Accountability
Sandwich Perf. Appraisal

Principle-Centered Leadership
Organizational Greatness
Mission, Values, Vision

The Sweet Spot Clarity, Commitment

Translation, Execution (4DX) The 4 Disciplines ofSynergy Enabling, Accountability Focus on the Wildly Important Create The Sweet Scoreboard Personala Compelling Spot Leadership Translate Lofty Goals into Specific Actions EXECUTION Greatness Accountableall of the time Greatness Hold Each Other Modeling (7H) The 7 Habits of Pathfinding Highly Effective Aligning People Empowering

The Four Disciplines

Discipline 1: Focus on the Wildly Important
Principle: People are wired to do only one thing at a time with excellence. We can effectively accomplish six, eight, or even ten important goals at once.

Old Thinking:

New Thinking: Organizations/Teams can only accomplish two or three goals at once with excellence. Outcome: Clarify your teams Wildly Important Goals and align them to the organization.

The Four Disciplines

Discipline 2: Create a Compelling Scoreboard
Principle: People play differently when theyre keeping score. Once weve communicated the goal, people will know were serious about it.

Old Thinking:

New Thinking: Were not really serious about the goal until we start keeping score. Outcome: Identify key measures for your teams goals and transform them into a visible, dynamic scoreboard.

The Four Disciplines

Discipline 3: Translate Lofty Goals into Specific Actions
Principle: To achieve goals youve never achieved before, you need to start doing things youve never done before. Old Thinking: If people know the goal, theyll know what to do about it.

New Thinking: Goals will never be achieved until everyone on the teams knows exactly what theyre supposed to do about them. Outcome: Identify the new and better behaviors needed to achieve your goals and then translate those behaviors into weekly and daily tasks.

The Four Disciplines

Discipline 4: Hold Each Other Accountable All of the Time
Principle: Old Thinking: Knowing others are counting on you raises your level of commitment. As long as the goal is clear and compelling, people will remain focused and committed.

New Thinking: Maintaining commitment to the goal requires frequent team engagement and accountability. Outcome: Learn and apply an ongoing team accountability process to engage the team in accomplishing the Wildly Important Goals.