Is doing what you do getting you what you really want?

bumpercars with notationsStart-ups are, in many ways, a lot easier than leading a seasoned company or organization. Once systems, methods, and procedures are in place they can become part of the corporate identity. Indeed, they become you and you become identified as them. If they work, okay. If they move your department, company, or organization toward your vision, fine.

But, when was the last time anyone checked to see if that was so. Forms, I mean paper forms or computer resident ones that need to be completed, can become the reason we do what we do. But there is one question that always must be asked…and answered.

Is doing what you do getting you what you really want?

And how do you know if your answer is correct?

This is where the roles of leader sharply contrast with that of manager. Yes, I know that managers lead or at least they should have at least the minimal skills for leading team workers, but by and large managers don’t lead, certainly not to the extent that leaders do. For weeks I’ve been writing about vision, about inspiration, direction, emphasis, values, and mission. It is the unique and rewarding realm of leadership to address those things, to articulate them and incarnate their presence throughout the company.

That’s why I said in the first paragraph that start-ups are easier. When everything is new, when there are no systems in place, you and your team of associates and managers can create them. But somewhere somehow in all you are doing, you need to know if what you do is getting you where you want to go.

There is a tyranny of systems that takes over. The very presence of forms and reports bring bondage. They must be completed. Numbers must be recorded. The act of action itself becomes its own validator. We do things so often for so long that we either lose sight of what they are supposed to accomplish and find the work itself to be its own criteria for success. But leaders can…and must…evaluate the numbers they so diligently collect and process.

In my now famous diagram (below), see how it plots out. Management typically oversees the implementation of strategy. Butbasic diagram leadership monitors all three – tactics which should support the strategy which should lead to the fulfillment of vision. There is a difference between monitoring and managing. Monitoring is to oversee and evaluate. Managing is to fine tune, repair, and keep running.

The evaluation loop must run continuously. Every action, every system, every procedure must be regularly and frankly evaluated. Managers strive for efficiency. Managers make sure things are done and that they are done correctly. Leaders ensure that first and foremost the correct things are done. Making good time is of little use if you’re on the work path. Your goal as leader is to insure efficiency AND effectiveness.

jet drill team with notationsNow for the hard part. I’ll be back on Thursday with another post. Between now and then, schedule time to inspect at least two systems in your organization. Evaluate their effectiveness in implementing strategy through appropriate tactics that move the organization along toward fulfillment of its vision and let managers report to you on their measure of efficiency. Then, decide what your response should be.