The stark reality of building an organization
to greatness and sustaining that greatness is
like building any great structure, it starts with
a proven blueprint. McKinsey and Company,
Deliotte, Association Talent Development
(formerly ASTD) and Society of Human
Resource Management (SHRM) have
conducted countless survey that have touched
hundreds-of-thousands of professionals in
understanding best practices of leadership
that works. All reinforce what the other
has found, and that success trajectories are
born from models of excellence. The same
is true to crafting the trajectory to personal
achievement and sustained success, it starts
with a proven blueprint.
What I have found from years of academic
exercise and from decades as a practitioner
of the implementation of business success at
every level organizationally, is that there are
five distinct factors to the blueprint trajectory
of building an organization, sustaining its
relevance, ensuring its’ market existence and
accelerating its’ trajectory towards thriving
dominance (watch “On The RED CARPET”
YouTube Video: youtu.be/9xVGtzkxzXU). If
these five factors are understood, embraced
and implemented then achievement is
the only destination one can experience.
I have also found that two critical factors
not adhered to will impede organizational
and individual success and can also lead to
complete implosion.
Whether working with a start-up entrepreneurial individual or entrepreneurialbusiness or the implications with an existing
billion dollar entity, this blueprint has been
validated. It begins with the key stakeholders within an organization only, as they either
validate the five factors or revalidate the five
factors if it is an existing entity. The same
blueprint holds true for an individual’s trajectory for success and the attainment to their
aspirations.
Think of these five factors as five interlinked
sequential words:
• Strategy/Strategic Intent
• Operational Administrative Implications
• Tactical/Behavior Implementations
• Disciplined Execution
• Accountability Expectation.
Factor One
Strategy/Strategic
Intent is driven from
and must be consistent with the foundational
VALUES of the key stakeholder(s) or
organization. Strategy borne from the
Values that key-stakeholders or organization
operates from, drives the Vision and
trajectory individuals are willing to commit
to and execute. It illuminates everything one
is willing to commit to, believe in, tolerate
and conversely what one will not commit to,
believe in or tolerate.
This Strategic Intent or Strategy drives from
a macro level everything that comes next. It
serves as a starting point and check-point
to benchmark everything you do next and
ensures that what you do next is in alignment
with the Strategic Intent or not.
Factor Two
Operational Administrative Implications
speaks to the sequential needs, systems,
procedures, processes, technology, protocols,
SOPS, etc., that must be designed,
understood, embraced, implemented,
and utilized to execute the Strategic
Intent/Strategy. As you evaluate the
organizational realities, resources, abilities,
capabilities, human capital, and resolve for
implementation the operational needs will
become apparent. The skill and training
pipeline needs will be apparent. The rhythm
can be set and calibrated against existing best
practice doctrine to exceed goals and needs.
Factor Three
Tactical/Behavior Implementation, address
the actual human capital and technology
execution standards. It drives the actual
behaviors to performance expectations, how
these are monitored, measured, calibrated,
feedback provided, standards adhered to and
best practices to exceed expectations under
budget and above quality expectations. Very
specific “Key Performance Indicators” (KPIs)
are set here, as are utilized in setting Strategy
and Operational components to ensure you
are on trajectory success at all times. This
factor requires the competency capacity be
held up to ensure the people talent have
the knowledge, training, access to resources,
authority, and power to execute at best-in–
industry standards at all times.
While these three are the initial blueprint
foundational requirements for success, I
have also found that the following two
factors are critical and if not adhered to by
the organization, reinforced constructively
by culture, and embraced individually as a
personal “code-of-ethics” these will impede
success and can also lead to complete
implosion.
Factor Four
Discipline Execution, speaks simply to the
adherence to doing what must be done at the
time it must be done mentality, no excuses
or blame for low performance! This involves
the capacity, willingness, work ethic, sense
of urgency to execute at above expectations
to ones’ responsibilities, assume ownership
to exceed position-job expectations and
the organizations needs to exceed the
expectations and needs of ones’ constituents.
Factor Five
Accountability Expectation, starts with a
self-imposed code to ensure that what one
does is done and is done at above expectations
every time, that simple! This also requires
that as appropriate Operational system wide
KPIs to ensure standards of performance are
executed in the most cost-effective, ethicaleffective, legal-effective manner possible. The
ability to include individual, peer-to-peer,
and constituent (customer) feedback loops
to validate successful execution is welcomed
and not facilitated or seen as a micromanagement mechanism.
If you have read this far, then here is the most
important variable to the entire model – it
is your VALUES that serve as the catalyst
to the entire five factor sequence. It is your
values that drive the Vision one holds and
serves as the baseline for your Position
Statement personally or Mission Statement
organizationally. When your Values and
others are in alignment the trajectory
acceleration is limitless and when Values are
out of alignment, then situational, limited
effectiveness will be the reality.
When success does not actualize, reverse
analysis to these five factors will reveal the
precise trajectory implosion point or points.
In implementing these five factors within an
organization or from a personal level, these
five factors should be respectful of ones’
history (not naive), and be reflective of the
Key Performance Indicators (KPIs) necessary
to ensure that the Immediate, Intermediate,
Long Term needs (goals, objectives) are being
met to remain relevant for both today and
tomorrow!
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