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Rapid Realignment: Proven Strategies for Unbeatable Performance

Rapid Realignment: Proven Strategies for Unbeatable Performance

(Editor’s Note: This is a guest post by Dr. George H. Labovitz and Victor Rosansky, the
co-authors of Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance.)

When Admiral Vern Clark became Chief of Naval Operations in 2001, he made our previous book, The Power of Alignment, required reading for all the admirals in the Navy. He did so because he could sense there was enormous misalignment in his organization that was costing his service in terms of performance and money. “Things were broken in ways that nobody knew,” he explained. “The Navy was hollowing out. It was my sense.” He told us, “that if we were a public company, we’d have been in Chapter 11.”

In support of his focus on alignment, we pointed out that there is over thirty years of empirical research that shows aligned organizations outperform their nearest competitors by every major financial measure. He surprised us, however, when he said, “that may be true, but the main reason I made alignment my number one goal wasn’t financial. It was because in my business, second place is a terminal disease.” At that moment we learned why the imperative to align is so great in military and government organizations: because the price of misalignment is so high.

But military and government organizations offer unique challenges to leaders charged with rapidly realigning them to meet ongoing challenges. Government functions are usually supply driven, and operating units are often insular and bureaucratic. Their focus is on spending budgets and on activities versus customer-related performance metrics. Also the scale of these organizations is often very large and the timeframe required for realignment is often very short.

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We spent years measuring the state of alignment within major military and government organizations and working with senior leaders to improve it, often with dramatic results. The lessons we’ve learned from military and government leaders who successfully realigned their organizations are contained, with others, in our new book Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance (McGraw Hill 2012).

    In each case, we’ve learned something new and valuable. We’ve learned for example, that leaders can create alignment by measuring alignment. And when leaders are provided information that informs action, leaders can take focused action that yields more immediate results.

    For example, one of those capable leaders was Vice Admiral Phil Balisle, head of the Naval Sea Systems Command, or NAVSEA. NAVSEA is a huge enterprise with over 54,000 people and a budget of more than $20 billion dollars. It is responsible for the technical and engineering support and long-term maintenance of the surface fleet and submarines.

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    VADM Balisle took command in at a time when the Navy’s brass felt that NAVSEA needed to revolutionize its procedures, streamline operations, and break away from the perception that it was dedicated to the status quo. He knew that the Navy’s usual three-year command cycle would make implementing long-term change difficult. Could he get it all done in three years?

    Adding to the challenge was the fact that the majority of his work force was civilian, not military. Most had been doing their jobs for years and had developed an entrenched way of doing things that had made them resistant to change — rapid change in particular.

    In taking on his task, Balisle adopted what we call a Slow-Faster-Faster approach: taking his time (up to six months), initially to listen, learn, gather data, and plan; speed up with a set of ambitious initiatives; and, finally, going all out to engage the workforce in enduring change, assessing alignment at each stage.

    Each initiative adopted what Balisle’s teams would call the “Hundred Day March.” One hundred days to align and transform long-established practices seemed daunting, but Balisle felt that the foundation of change had to be laid down quickly. The first 30 days of each “march” would be devoted to defining the problem and objective. What needed fixing, and how could they fix it? For each initiative the remaining 70 days would be devoted to implementation. By the end of the hundred days, the goal was to have new and aligned structures in place.

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    The balance of Balisle’s years in command was devoted to making those new structures enduring, and to engaging the workforce — from top to bottom — in the new way of operating. Gaining buy-in was an important challenge for each team. It required an aggressive communication plan that would reach every sailor and civilian employee with a consistent message over time. As in every other successful example of rapid realignment, message consistency and repetition was required to sustain the alignment initiative. Measurement was also essential. Balisle and his team used our web-based alignment assessment tool each year to measure how people were responding to changes and to identify barriers to further progress.

    As challenging as the NAVSEA project was, and as taxing as its hundred-day marches were for people, it worked. As Phil Balisle told us:

    “We saw results very quickly — money savings and improved efficiencies. We were doing jobs with less people, were cleaning up work areas so people felt better about their work and the organization of it. We could see tangible things that were very important to where we had to go. We also received recognition of progress in the Federal Government’s 2005 survey of Best Places to Work, which showed significant improvement in NAVSEA’S across-the-board scores and a rating well above Navy and Department of Defense averages. These results, which included ranking No. 1 in effective leadership among U.S. Navy organizations, were an especially notable achievement given the amount of change we imposed on the workforce.”

    These scores were gratifying, as NAVSEA had consistently ranked low in the Department of Defense survey prior to Balisle’s command.

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    VADM Balisle’s experience, and that of other military/government leaders we have worked with, proves that no matter how challenging the environment, with focused leadership action rapid realignment can be achieved.

    Dr. George H. Labovitz, co-author of Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance, is the founder and CEO of ODI, an international management training and consulting company, and professor of management and organizational behavior at the Boston University Graduate School of Management.

    Victor Rosansky, co-author of Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance, is co-founder and president of LHR International, Inc. He has more than 25 years of experience as a consultant, helping Fortune 500 clients to drive rapid strategy deployment and alignment.

    (Photo credit: Business Chart showing positive growth via Shutterstock)

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    Last Updated on December 10, 2019

    7 Strategies to Keep Employee Motivation High

    7 Strategies to Keep Employee Motivation High

    Highly motivated employees are essential to the success of any business. Most people spend a third of their lives at work.[1] That’s a significant amount of time away from home, apart from the people who make us happy and the things we love to do. So keeping employee motivation high is essential for creating an office environment that gets the best out of our people.

    But do you know what motivates your people?

    It’s simple:

    • Is their work stimulating?
    • Does it challenge them?
    • Is there room to grow, a promotion perhaps?
    • Do you encourage creativity?
    • Can they speak openly and honestly with you?
    • Do you praise them?
    • Do you trust your staff to take ownership of their work?
    • Do they feel safe in their work environment?
    • And more importantly, do you pay them properly?

    Every one of these factors contributes to the general happiness of your employees. It’s what motivates them to come into the office each day and work hard, hit goals, and get results.

    In contrast, an unmotivated employee is typically unhappy. They take more sick days, they’re not invested in seeing your business succeed, and they’re always on the lookout for something better.

    Stats show that 81 percent of employees would consider leaving their jobs today if the right opportunity presented itself.[2] So it’s up to you to set aside time and energy to create a work environment that benefits every one of your employees.

    These seven strategies will help you motivate your people to consistently deliver quality work and, more importantly, to stick around for the long term.

    1. Be Someone They Can Rely On

    You rely on your people to turn up to work each day, to come to you when they have a problem they can’t solve, to be honest, and to always engage professionally with customers.

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    But this is not a one-way street. You, too, need to be someone your team can rely on. They trust you to have their backs when a client is unreasonable, to know that the decisions they make are in your best interest, and to make good on your promises.

    If you say you’ll attend an important meeting, be there. If your company makes a profit and you’ve said you’ll pay a bonus, pay it. The goodwill of your people is something you never want to test, let alone lose.

    Be reliable; it’s astounding how much this motivates your people.

    2. Create an Awesome Company Culture

    There’s no denying that company culture trickles down from the top. Your leadership and attitude massively influences the attitudes, work ethic, and happiness of your staff. If you’re always stressed-out, overly demanding, and unreasonable, it’ll create tension in your office which will adversely affect your employees’ motivation levels.

    In fact, the HAYS “US What People Want Survey” found that 47 percent of staff who are actively looking for a new job, pinpoint company culture as the driving force behind their reason to leave.

    So if you have high staff turnover, you need to determine whether your company culture might be the motivating factor behind your churn rate.

    Here are four ways to build a culture that keeps your employees highly motivated.

    • Be conscious of the image you present. Your body language and attitude can positively or negatively impact your employees. So come to work energized. Be optimistic, friendly, and engaging—this enthusiasm will spill over to your people and motivate them to be more productive and efficient.
    • Appreciate your people and be reasonable. Celebrate your team’s achievements. If they’re doing a good job, tell them. Encourage them to challenge themselves and try new things. And reward when deserved. If they’re struggling, help them. Work together to find solutions and be a sounding board for their ideas.
    • Be flexible. Give your people opportunities to work remotely—this is highly motivating to staff, particularly millennials. They don’t want to be battling traffic each day on their way to work. They don’t want to miss their kids’ baseball games or ballet rehearsals. Stats show that companies that offer flextime and the ability to work from home or a coffee shop have happier and more productive employees.
    • Create employee-friendly work environments. These are spaces that inspire and ignite the imagination. Have you ever been to Google’s offices? No headquarter is the same. From indoor slides and food trucks, to hammocks, and funky work pods on the wall, gaming rooms, and tranquil interior gardens, there’s something for everyone. It’s a space where people want to be, catering to their need for creativity, quiet, or team building; you name it.

    So take a look at your company culture and ask yourself, Is my business an attractive workplace for talented professionals? Does it inspire commitment and motivate my people? What could I do to improve my company culture?

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    3. Touch Base with Your Team Weekly

    Make time for your people, whether you run a remote business or work in an office, set aside time each week to talk to your people one-on-one. It’s non-negotiable.

    When there’s an open line of communication between staff members, work gets done. Don’t believe me? A study by Gallup found that 26 percent of employees said feedback from their leaders helps them to do a better job.[3]

    Your people want to feel trusted. They want to take ownership of their work, but they also need to know that when they have a question, they can reach out and get answers. If you’re unwilling to make yourself available, your team will quickly become unmotivated, work will stagnate, and your business will stop growing.

    So block off time on your calendar each week to touch base with your people, even if only to let them know that what they’re working on matters.

    4. Give Them the Tools They Need to Do Their Jobs Well

    Imagine trying to run your business without electricity. How would you contact your clients? What would happen when your phone or computer battery died?

    Technology is super critical to the success of your businesses. It allows you to work more efficiently, to be more productive, and to handle matters on-the-go. That’s why you need to give your people tools that will make their jobs easier.

    Make sure their equipment is in good working condition. There’s nothing more frustrating than a laptop that takes ages to boot up. It’s got to go. Replace outdated software with new software. Don’t make your designer work in Coreldraw; give them access to the most up-to-date version of Adobe Creative Suite. Take it a step further and buy them a subscription to Shutterstock or Getty Images.

    Make working for you a pleasure, not a pain; and watch your employees’ motivation levels rise.

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    5. Provide Opportunities to Learn and Upskill

    Would you believe me if I told you that 33 percent of people cite boredom and a need for new challenges as the top reason for leaving their job?[4] If you want to retain your talent, you need to upskill.

    Thanks to technology, we live in a rapidly evolving world that demands we change with it. A copywriter is no longer just a writer; they now need to be experts in SEO, Google Adwords, CRMs, and so much more.

    A pastry chef needs to be a food stylist, photographer, and social media manager. An entrepreneur needs to be a marketer—or at least take ownership of the marketing message for their business—if they hope to scale.

    Technology makes all of this possible. No matter your location, your people can continuously expand their knowledge and gain new skill sets—something that’s highly motivating to employees. They want to know that there are opportunities to grow and develop themselves.

    If you won’t invest in your people, then your business becomes just another job to tide them over until they find where they truly belong. So be the company that sees value in developing its people.

    6. Monitor Their Workload

    Overworked employees tend to be unproductive and unhappy. Your people cannot be at full capacity every day, month to month. Something’s got to give. They’ll become deflated and their work will eventually suffer, which will negatively impact your business.

    What I like to do is implement a traffic light system. It helps me to keep a finger on the pulse of my business. So there’s red, yellow, and green:

    • Red means they’re fully loaded.
    • Yellow means they’re busy, but they can potentially take on more.
    • Green means they haven’t got enough to do.

    I use this traffic light system because I don’t want my team members to be stressed out of their brains all the time. If they are, they won’t make good decisions and they won’t do good work.

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    If my people are regularly overloaded, I have things to think about. Perhaps I need to hire a new person to help ease the load or take a closer look at what projects are good to go, and which can take a back seat.

    And this is why #3 is essential. If I’m regularly engaging with my people, I’ll know that while they’re coping with their workload, it is impacting their performance and health, and I’ll take action.

    7. Don’t Mess Around with Your Employees’ Pay

    Never mess around with your people’s salary. As a business owner or high-level manager, it’s easy to forget that most people live from paycheck to paycheck. Delayed compensation can mean a missed bill payment, which could result in costly penalties they can’t afford or hits to their credit score.

    So it’s your job to ensure that you pay your people on time.

    The Bottom Line

    A motivated team is an asset to any business. These people never give up. They get excited about coming to work each day and can’t wait to test a new theory or tackle a particularly tricky challenge. They’re proud of the work they do. And more importantly, they have no reason to leave.

    Wouldn’t you rather be part of their success story than the business that drove them away?

    More to Motivate Your Team

    Featured photo credit: Emma Dau via unsplash.com

    Reference

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