The Blog

Obvious as it may sound CEO’s must create a strategy that frames the work of the organization and provides context for all the work of managers and employees.

We often find that the company strategy is not uniformly understood or accepted by the executive team. This disconnect prevents significant numbers of employees from understanding and committing to the strategy.

In How Dare You Manage you will learn:

  • Why strategy is the cornerstone of everything a CEO does
  • The opportunity provided by a clear Vision and Missions statement
  • The requirement of an executive team that can create and support the thinking required to build a company strategy and then unpack it, explain it and manage their employees to get the work done

Clear structure is essential for company success.   What structure do you advocate?

You have to stand for something as a CEO and structure combines your choice of philosophy and framework and defines how you want to organize the work of your company.  Your employees need to know this and trust in your intentions.  Without this understanding and trust your employees cannot do their best work.

In How Dare you Manage you will learn:

  • How to choose a philosophy and framework
  • Learn how to create a clear functional structure
  • That this is your work, not HR’s
  • Understand how structure can drive highly productive behaviour

Part of your management work as the CEO is to determine the required number of levels of work in your organization to effectively implement your strategy.  Too many levels causes bureaucracy and limited thinking.  They can choke the life out of an organization because employees do not have the space to feel empowered or the adequate use of discretion to get their work done.

If you determine you have too many levels in your organization have the courage to address it and reduce them. It is an uncomfortable conversation, but it will release energy and creativity into your organization and  your  employees will thank you for doing so.  Their roles will be meatier and more challenging, allowing them to grow and learn.

In How Dare You Manage you will learn:

  • How to create the optimal number of levels in your organization
  • How to recognise  and the damage it does
  • What thinking and work should be done at each level
  • How this leads to clarity of expectations and understanding with your employees
  • Why employees want to come to work!

Imagine the effect of 700 employees coming to work unclear on their accountabilities!  If they are unclear they will spin and churn.  For your organization to work effectively you must ensure that each of your employees role and accountabilities are clearly defined.  It is unfair to try and measure an employees work performance when they are unclear of what is expected of them.  You need to define the work of your organization!

In How Dare You Manage you will learn:

  • What your employees need to know to enable them to perform effectively
  • How to define a role
  • What should and should not be delegated
  • How to empower employees
  • That defining work of your organization is iterative and never ceases as management work for your the CEO

In order to fulfill its visions and mission much of the work in companies moves sideways across functions or departments to create the required value for the customer.  You have to ensure the work of your different functions is integrated so employees can successfully do their work.

When working with a peer in a different department, employees sometimes need discretion and authority to provide a requested service or receive a service from a designated peer in another function. As CEO it is your management accountability to ensure the authorities are in place so they can have it to ensure your employees work effectively between the different functions in your company.

In How Dare You Manage you will learn:

  • How to clarify role relationships
  • What is required to manage the key lateral relationships of your company
  • How to identify and manage the key cross functional processes in your company that deliver key aspects of your strategy
  • How to determine what types of authority you can delegate
  • What are the specific consequences of failing to manage lateral relationships

The previous principles enable the CEO to create a strategy, and then define what work and its complexity is required at each level of the organization.  Knowing this is a great backdrop to building and matching the right talent to the right work.  This is called fit to role. The right employee in the right role can make an organization sing!

In How Dare You Manage you will learn:

  • The four components of employee capability
  • How to judge capability
  • How managers can evaluate the capability of direct reports
  • How to mentor, coach and grow all your employees
  • What to do with misfits
  • What happens when the fit is right
  • How to hold managers accountable for outputs
  • The essentials of top talent management

The previous 6 principles are designed to enable effective management to occur.  However, it will not happen on it’s own.  You have to now manage your organization if you wish to capitalize on the work completed in the first 6 steps. You have to make it all happen with effective management.

This means you put capable managers in place throughout your organization, train them in the eleven management practices then hold them accountable to manage your employees effectively using them.  This is what separates high performing companies from low performing companies.  This is how you can get great results with a highly engaged workforce.

In How Dare You Manage you will learn:

  • How to keep your management model simple but highly impactful
  • The 11 management principles required to enable your managers to effectively manage your company
  • How to hold employees accountable
  • How to ensure that truthful performance management conversations with consequences occur