Exploiting Change

by Richard Martin

 

Leaders and managers must learn how to harness their teams for effective and efficient performance. In fact, we can only accomplish great things by mobilizing people, teams and organizations to create value and change. I’ve identified seven key principles of mobilization for teams and organizations. I call it the M7M model:

Morale

• Morale is the willingness to persevere and fight until the goal is achieved. It’s not to be confused with the mood in your organization, although that is an important indicator.
• It depends intimately on the intrinsic motivation of the entire team. Why are you doing what you’ve undertaken? Why is it important to you, to others? Do you believe in your goal and value its realization?
• How is your morale, and the morale of your team or organization?

Mission

• Do you have one?
• Is it clear, concise and well-articulated?
• Does it communicate your purpose, your raison d’être?
• Does everyone on the team know it? Can they communicate it verbatim, or at least paraphrase it?
• Do they believe in it? Are they inspired by it?

Markets

• Do you focus on the needs and wants of your clientele or constituency, or on your own?
• Are these needs, wants and goals well defined, understood, and part of the DNA of your company, division, or association?
• Do your people know about them and act on them consistently and coherently?

Marks

• Have you marked your organization’s targets clearly and concisely?
• Have they been communicated throughout the membership?
• Are they concrete or vague and imprecise?
• Do you have control mechanisms in place and do you apply them?
• Have they been articulated and adapted at all levels of the organization and to short, medium and long time horizons?

Mass

• Do you have a realistic appraisal and understanding of your organization’s strengths and weaknesses, its centre of gravity, and its major vulnerabilities?
• Do you consistently work to eliminate or mitigate non-productive or counter-productive activities, processes, and attitudes?
• Do you focus your efforts relentlessly on your centre of gravity and your major goals and priorities?

Manoeuvres

• Do you mobilize and mass your forces at the right time and right place to maximize their impact?
• Are your plans fully developed and communicated with clarity and precision?
• Have you identified who is responsible, for what, with what resources and authorizations?
• Are your people and leaders accountable for results, behaviour, and morale?
• Do your people and teams have the competencies to achieve their missions and goals? If not, have you built their acquisition and development into your plans and scheme of manoeuvre?

Messages

• What messages are you conveying internally and externally?
• Do they support your goals and mission and manoeuvres or are they in opposition to these?

New Testimonial

“Richard has been instrumental in getting me to draw on my hard-won experience and ideas to turn them into marketable intellectual property and products. His disciplined, systematic approach has already led to several significant accomplishments for me. Whether you’re just starting out as an entrepreneur, or working to get to the next level, Richard can boost your productivity and organizational effectiveness. Be forewarned, though. There is no magic formula, just systematic thinking, disciplined execution, and… Richard Martin.”

Caroline Salette, Owner and President, RE/MAX Royal Jordan Inc. and Salette Group Inc. 

Richard Martin’s Business Readiness Process:

1. Ensure vigilance through situational awareness.
2. Do preliminary assessment of tasks and time.
3. Activate organization or team.
4. Conduct reconnaissance.
5. Do detailed situational estimate.
6. Conduct wargame and decide on optimal course(s) of action.
7. Perform risk management and contingency planning.
8. Communicate plan and issue direction.
9. Build organizational robustness.
10. Ensure operational continuity.
11. Lead and control execution.
12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday and What Does “Stand To” Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.