A recent question that I was asked was, "What is the most important thing that you have to do as a manager to keep your team focused on organisational objectives?".
There are many factors that relate to answering this question. In this blog I will provide one approach that a leader can use to enhance the capacity of the team that they lead to stay focused on (and achieve) organisational objectives and goals.
Does your team know the organisational objectives to which it is contributing? This may seem like a silly question but my experience has taught me that it isn't. Too many managers aren't able to clearly and quickly articulate the organisational objectives to which the performance of their team is contributing. If you are in this situation then it is your responsibility to find out. The answer can usually be found in the organisation's Strategic Plan or Annual Plan. These documents will exist but all too often their implementation seems remote from a mid-management perspective because a gap often exists between planning and operational activities.
Once you have identified the objectives outlined in your Strategic Plan, the next challenge for you is to communicate how that plan relates directly to your team members. A simple and effective tool, irrespective of the level of the people who report to you, is to use the One Page Strategy Map invented by Kaplan and Norton. An example of such a map can be found here.
Many organisations use the Balanced Scorecard methodology for their Strategic Planning and even if a different methodology is used, the high level strategies can often be focused and presented on a single page.
Literally sit down with each member of the team that you lead and, with a highlighter in hand, highlight each aspect of the Strategy Map to which their work directly relates. On many levels the act of highlighting different aspects of the content on the Strategy Map is far less important than the conversation that you will be having with each member of the team as you go through this process. These conversations will create a clear and specific level of understanding about what each person does and how that contributes to the achievement of organisational objectives.
|Copyright Gary Ryan 2012|
At the conclusion of your conversation ask your team member if they have identified any work that they are doing that doesn't seem to fit anywhere on the map. The answer to this question will not automatically mean that they are doing something that they shouldn't be doing, but it certainly should indicate that further inquiry into this work should be considered.
Ultimately any work performed by the members of the team that you lead should be able to be explained in the context of how it contributes to the strategies outlined in the Strategy Map. Any other activities may be a waste of time and may indicate a loss of focus from the real work that should be performed. If possible, conduct a whole team conversation to enable each team member to clearly and concisely articulate their contribution (and collectively your team’s contribution) to the achievement of organisational objectives.
If you follow the five steps above and regularly talk about the progress that your team is making toward the achievement of the objectives outlined on your organisation's One Page Strategy Map you will have an enhanced capacity to help your team members maintain focus on the work that they should be doing.
What is your experience with using Strategy Maps or similar tools to enhance the focus of your team? Or, if this post has encouraged you to try this approach for the first time, please let me know how you go.