In our last post we discussed the necessity of having the metaphorical "boat" in the water in order to get to the other side of the lake. In other words, in business, the team must all be committed to forward moving activities in order to accomplish the structured goal (productivity & profitibility).
So, how do we get all oars in the water?
I find that action planning is a useful tool in defining or "navigating" a path to the desired objective (goal). The action plan should be relatively flexible to allow accomodation of unforeseen obstacles. Adaptability will enable continued forward momentum through challenges, even if continued movement means temporary lateral movement, (emphasis must be placed on temporary, otherwise lateral movement becomes a "holding pattern"). An action plan should not be so rigid as to not allow for compromise when necessary.
How do we get the buy-in from team members to get all oars in the water and rowing in unison? The first objective is communication and delegation and should only come after a realistic assessment of team member skills, talent and individual growth objectives has been made. Upon determination of talent and "growth desire" resources available, an action plan should be structured which implements and capitalizes upon team & individual talents. This first step (assessment and planning), can effectively facilitate buy-in by empowering team members to utilize those skills they are most proficient in. The action plan should also include a "stretch" or growth component that prompts team members to develop and implement new required skills. Ultimately, this "stretch" element will increase team effectiveness and provide for continued assessment of ability, "growth desire" and willingness to strech beyond existing capabilities (via observation of "stretch" task performance) . Continued assessment will serve to identify "buy-in" issues and proper placement of resources. The action plan should possess and underlying theme of individual growth, as well as organizational growth. Remember, current leadership in the growth oriented organization should always be developing it's next leader. Developing talent as a valued and valuable resource keeps the organization evolving, ripe with new ideas, an inspiring place to work and organizationally strong.
Why is getting all oars in the water important?
Please note, an organization may have the appearance of all oars figuratively in the water and yet not have each team member rowing along the navigated path. Nonetheless, the oars must get out of the boat and into the water before full momentum can be created. All oars in the water is a unifying act, each team member is responsible and accountable for their contribution to moving the whole forward. The action plan should contain elements or task functions that can be delegated, which when implemented, will establish the basis of a productive contribution from the assigned team member. As each team member is inspired to row or perform toward their stretch goal, their progress and growth becomes realized simultaneously as proficiencies increase. Both private and public recognition of developing proficiencies through incentive and acknowledgement of contribution can be a stimulus for individual improvement and promote deeper buy-in. This Talent Awareness reinforces to each team member that their contribution and talent is not unnoticed, and furthermore, is valued. Such reinforcement provides a sense of accomplishment to team members, (it has for me in my career endeavors). Getting all oars in the water, rowing along an adaptable navigated path (action plan) and incorporating team talents and work related passions helps to create the beginnings of a systematization of process by which tasks, sales growth and efficiencies can be refined.
Questions for Discussion:
What elements do you believe must be included in an action plan?
Why?
I find that action planning is a useful tool in defining or "navigating" a path to the desired objective (goal). The action plan should be relatively flexible to allow accomodation of unforeseen obstacles. Adaptability will enable continued forward momentum through challenges, even if continued movement means temporary lateral movement, (emphasis must be placed on temporary, otherwise lateral movement becomes a "holding pattern"). An action plan should not be so rigid as to not allow for compromise when necessary.
How do we get the buy-in from team members to get all oars in the water and rowing in unison? The first objective is communication and delegation and should only come after a realistic assessment of team member skills, talent and individual growth objectives has been made. Upon determination of talent and "growth desire" resources available, an action plan should be structured which implements and capitalizes upon team & individual talents. This first step (assessment and planning), can effectively facilitate buy-in by empowering team members to utilize those skills they are most proficient in. The action plan should also include a "stretch" or growth component that prompts team members to develop and implement new required skills. Ultimately, this "stretch" element will increase team effectiveness and provide for continued assessment of ability, "growth desire" and willingness to strech beyond existing capabilities (via observation of "stretch" task performance) . Continued assessment will serve to identify "buy-in" issues and proper placement of resources. The action plan should possess and underlying theme of individual growth, as well as organizational growth. Remember, current leadership in the growth oriented organization should always be developing it's next leader. Developing talent as a valued and valuable resource keeps the organization evolving, ripe with new ideas, an inspiring place to work and organizationally strong.
Please note, an organization may have the appearance of all oars figuratively in the water and yet not have each team member rowing along the navigated path. Nonetheless, the oars must get out of the boat and into the water before full momentum can be created. All oars in the water is a unifying act, each team member is responsible and accountable for their contribution to moving the whole forward. The action plan should contain elements or task functions that can be delegated, which when implemented, will establish the basis of a productive contribution from the assigned team member. As each team member is inspired to row or perform toward their stretch goal, their progress and growth becomes realized simultaneously as proficiencies increase. Both private and public recognition of developing proficiencies through incentive and acknowledgement of contribution can be a stimulus for individual improvement and promote deeper buy-in. This Talent Awareness reinforces to each team member that their contribution and talent is not unnoticed, and furthermore, is valued. Such reinforcement provides a sense of accomplishment to team members, (it has for me in my career endeavors). Getting all oars in the water, rowing along an adaptable navigated path (action plan) and incorporating team talents and work related passions helps to create the beginnings of a systematization of process by which tasks, sales growth and efficiencies can be refined.
What elements do you believe must be included in an action plan?
Why?
