You set a goal. It must be clear, something that can be conveyed to the entire organization and it needs to be clearly connected to a Purpose that motivates the organization to act, individually and cohesively. One organization with whom I worked set a goal of having its sales force meet with 50 prospects per week. Why? The obvious answer is "to make a sale," but why 50? Why not 40 or 20? They selected the target goal of 50 prospect meetings per week because they knew that less than 10% of those prospect meetings would convert to high-probability sales leads. Execution
You can't do everything. You must be able to rely on your team to execute. A well-qualified team makes execution easier. When you have clear goals, a stated purpose behind those goals, then you are in a position to enable your team to go to work and be effective. Execution has many paths, but only one goal. Your team needs the latitude to select the way they do the work within the parameters of the goal and purpose. You set direction, guidelines, and methods/processes for execution that specify the things that "must" be done a certain way, but give each person the responsibility to exercise discretion that takes maximum advantage of their individual skill sets, experience, and education. Accountability
Where there is clarity of purpose and delegation of responsibility to execute, there must be accountability. You are performing and getting results ... or you aren't. You achieve the goals, meet key performance requirements including deadlines and timelines on execution, and you get measured on that performance. Everyone has to pull their weight and get results. An organization does no one any good by allowing or tolerating poor performance. As a manager you have to be frank as to the expectations of performance, fair in evaluating and enforcing those requirements, and swift to correct unacceptable behavior. Everyone is accountable to the organization and the other team members to do the work assigned. Key performance indicators
If you want to be able to enforce accountability, then you must be able to measure performance. Performance is best measured against objective criteria. Going back to the sales meeting example, if you need 50 meetings a week and have 5 sales team members, each is responsible for 10 meetings. The clearer the metric, the easier it is to observe the execution and hold individuals and teams accountable. Is your organization working at PEAK performance? Does your team know where the organization is headed and the role they play? Do they know what they are responsible for doing and when? Do they know the purpose behind the goals and metrics? Do they know what they are being measured against? --By Lea Strickland Follow TheStreet on Twitter and become a fan on Facebook. Lea Strickland, M.B.A., is the founder of Technovation Entrepreneur , a program that helps entrepreneurs turn their ideas into businesses. Strickland is the author of "Out of the Cubicle and Into Business" and "One Great Idea!" She has more than 20 years of experience in operational leadership in Fortune 500 and Global 100 companies, including Ford, Solectron and Newell.