Who wouldn't like to move their business forward drastically in the next few months? Perhaps you've done a business plan, and now you're pounding management to keep on target with your goals.
That's not enough. Whether you're leading 50 employees or 2000, you have to identify your firm's Number 1 priority. This article shows you a technique for how to get results fast (and why you couldn't get the results before). Once done, you and your crew will be on the fast track to success.
A Kansas firm with over 130 employees had tried to move projects forward for over a year, yet management felt that what little progress had been made crept at a snail's pace. The company's president and vice president performed an exercise that anyone can do in their organization. They were told to create a list of the top 10 things they feel would have the greatest impact on the firm. This was to be done in private with no discussion between the two. Second, they had to prioritize the items from most impactful to the least. Finally, the two were to assign the best person for the job next to each priority. Once completed the two lists were emailed to a central source that could analyze the data. The results surprised both parties, because their lists were almost completely inverted. Number 1 on one list was Number 8 on another.
In addition, each person had a few ideas that may never have been heard at all if not for this exercise, and the people designated as best for the job were not the wisest choices had projects been addressed properly. Another huge dilemma affecting many items on the list was Number 2; a major operational and software change was being handled by the president slowly for nearly a year with little progress while the vice president's patience smoldered. Executives talk about getting everyone "on the same page." Here are two pages, and they're completely different. Meetings, talks, and plans are not always what they appear.
So now what? The analysis of the data. When approaching conflicting priorities, ask, "What really is the best move for the operation?" In other words, instead of moving everything forward an inch, what one major project/change/thing can you move forward a mile. In the case of the Kansas firm, the solution was to remove the president from Number 2 and assign the vice president to this project. With a minor budget restriction, the vice president was let loose. In only one month, the project was in full gear with an estimated return of over $300,000 annually. One month vs twelve. $300,000 as a starting point with who knows how much more to be made and saved over the course of the year.
Successful execution of an exercise like this involves several factors. Be aware that not everyone knows what's Number 1. Many parties are not on the same page, so you need good planning, communication, and systems that tie people and projects together. Projects that can propel a firm are often left in limbo, so find the best man or woman for the job. Also, planning and talking need to be tested by a methodology to point out weak spots. Though we don't always see it, hard work often is not always enough. Sometimes brute force is necessary. And remember that occasionally management is too close to see solutions. Be open to outside parties who may see a different picture altogether.
If you want to push Number 1 to the top and make some fast, impactful changes, here's the exercise:
1. Make a list. Top management identifies 10 projects the firm should be working on.
2. Prioitize by impact. The list is then placed into numbered order.
3. Activate manhunt. The best person is assigned to each item to get the job done right and fast. (often the best is not the obvious but the one with the largest drive or hidden skills.)
4. Check it twice. An impartial person, with some analytical skills, reviews the lists looking for the "unseen." A conversation takes place to clarify elements. (Sometimes with discussion numbers change and priorities are uncovered.)
5. Who's Number 1? Number 1 is selected and fed into a "project plan" which may include various project management tools and mechanisms.
6. Make a date. Deadlines are set with all eyes on the project.
When it seems that people are plodding along the road of progress, sometimes an exercise like this is in order. It gives management a wake-up call to what truly is Number 1 at a given time. Furthermore, it gives direction to the utilization of all resources, which rockets your company from Point A to Point B faster. Ultimately, being able to achieve quickly and accurately is what breeds success.
