By Ed Barrows, Strategic Facilitator with the Raffoni Group
Recently, a CEO in one of my groups came to me with this dilemma. He said, “Since I’ve gotten the scorecard installed and the right people and processes in place, things are starting to really hum. We’ve got our management system functioning, people know what they’re supposed to be doing and we’re meeting our targets. Honestly, I feel like things are finally moving in the right direction. Now I have a different problem. With things working so well, I don’t feel like I’m needed. To be honest, I’m not sure what I should be focusing on as the CEO. How should I being using my time?”
I was struck by the sincerity of his question and wondered if other CEOs sometimes felt the same way. With that in mind, he used this challenge as the basis for a case study that led to a great discussion with the rest of the group on how CEOs should spend their time. It was clear that there are many things a CEO should be doing on a day-to-day basis and many varying views on exactly what those things should be.
At Raffoni Group, we see one overarching role that must be filled by CEOs at all times and at all costs: The role of the Engaged CEO Champion.
Merriam-Webster dictionary defines a champion as “someone who fights or speaks publicly in support of a person, belief or cause.” The cause in question here—which is specifically the CEO’s job to champion—is strategy and the execution of it. In order to help maintain the focus on strategy, we’ve identified three simple questions CEOs can ask themselves that will lead to better engagement as strategy champions.
1.) Are you adequately prepared for your strategic off-site meetings?
For many organizations, the watershed event in the life of a strategy is the annual strategic offsite. It is at this meeting where the most important issues regarding the company’s future are discussed and decisions are made about goals for the future. Resource commitments are typically part of this activity, as well the output of a strategic plan — the document that will guide executive action. But too often the offsite is conducted with only a cursory look at past performance void of meaningful analysis and preparation for discussion. As Bob Frisch and Logan Chandler note in their article Off-Sites That Work, “The greater expectations, the higher stakes, and the unique nature of strategy discussions require special planning to ensure that meaningful and constructive conversations happen.”
Here is where engaged CEO champions set the bar considerably higher. In advance of the offsite, the CEO should mandate a comprehensive analysis of financial performance. Also, each leader participating in the session should complete a SWOT analysis to help identify major issues to be discussed. As a rule, no more that three to five major issues should be identified for the sessions.
This background information—coupled with an honest evaluation of the top team’s performance in the areas of alignment and effectiveness—should be complied in the form of pre-work and circulated in advance of the session. Preparing in this way ensures that the team arrives at the meeting engaged, informed and ready to tackle the most pressing issues of the organization.
2.) Do you hold your leadership team to an agreed upon strategic planning process that ensures accountability and follow through?
An effective offsite and a well-crafted strategic plan provide an excellent foundation for focus and execution. Sadly, many CEOs let their teams stop strategy work with production of the plan itself. Once that task is complete, the plan is neither reviewed nor revisited until the next strategy offsite. Here is where CEO champions can earn their pay by implementing a strategy execution process that maintains focus on the strategy long after the plan has been set on a shelf.
What is strategy execution? It’s typically a set of activities that when taken as a whole enable a company to achieve its most critical objectives. Accountability and follow-through come from scheduling regular meetings to review the performance measures that gauge whether or not adequate progress is being made. Further, it’s the frequent review of the action plans and milestones that are directly linked to achieving critical goals. Strategy execution also incorporates the decisions that have to be made when the strategy begins drifting off course. Regardless of how well defined, strategy execution will not happen unless the CEO holds his team accountable to the strategic process AND the results that the strategy is designed to produce. The CEO is the one person responsible for making execution happen.
3.) Do you generally stay the course or are you prone to chasing shiny objects?
In an ideal world, a sound strategic plan and an effective execution process delivers results. The problem is executive teams don’t live in ideal worlds. The world around most leaders is rife with change, with some of it bringing genuine business opportunities. More often than not these so-called opportunities are little more than distractions, or as we at the Raffoni Group like to call them, “shiny objects.” There’s even a name for this behavior: Shiny Object Syndrome (SOS).
As author and motivational speaker, Jack Canfield wrote in a blog post on the topic, “It’s easy to get distracted from the goals and commitments you’ve already made. Rather than seeing things through to completion, you abandon the goals and projects you’ve started to chase whatever new thing has just caught your eye.” If strategy execution is predicated by accomplishing goals and projects, a case of SOS is cause for an immediate distress signal for getting the strategy back on track.
Again, it’s the engaged CEO that must toss out the lifeline and reel in the team in order to refocus them toward the original course. A clear strategy and a well-oiled execution process can help in this regard, but effective CEOs have to have an innate compass that drives the efforts of the entire organization toward relentless achievement of the company’s most critical goals.
Most CEOs will tell you and the old adage is true: it's lonely at the top. It’s lonelier still when the CEO questions what his best and highest value is to the company on a daily basis. Engaged CEOs don’t struggle with this question—they know the questions to ask as well as the answers they need to guide their teams toward their ultimate destination.
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