Lynn Moran is CEO of the Arizona Coaching and Consulting Center based in Phoenix. Lynn spent over 25 years with Mars, Inc. the privately-held, global candy and consumer products company, where she ultimately served as president of Ethel M Chocolates. Lynn and her team expanded the high end brand into specialty retail and consumer networks. Today Lynn leads a business advisory firm and shares her precepts on the power of independent coaching for leaders, particularly based on data-driven, business results-focused performance – not the measurement of activities.
Enhancing Quality of Life and Managing Stress: Are you managing life or is it managing you? Become intentional about planning work time and personal time, and be judicious with the amount of task you set yourself up with each day. Lynn’s favorite advice includes: a) go electronic with tracking all commitments (work and personal in one center), b) all meetings must have agendas, c) discourage venting as time wasters during meetings, and d) OHIO, only handle paper once and take action or move to one of three boxes: throw out, file or delegate. Every change begins with one step – me and my boundaries. My choices.
Driving Improved Business Performance: Leadership often calls for keeping your eyes on all the eight balls and mindfully disrupting what otherwise keeps us from being open to change – routines, organizational boundaries, and hierarchical thinking. One high performance lever to pull is to sanction Quick Response Teams comprised of senior level managers from each functional area. These temporary teams report to the president or CEO and come together to address and resolve business practices that drive up costs and decelerate performance. They are empowered to propose, implement and validate changes that lead to quantifiable results.
But, My Company is Different: Even if a company’s business is doing well, it can do better and must in the face of competition and a challenging marketplace. Downsizing and reorganization may be actions to try to address real business issues; however, in absence of addressing inefficient processes or silo’ed thinking (“I did my part, so it’s no longer my problem”), this is often the classic “small bandage on a big cut” approach, with limited positive effect on driving the right sustainable outcomes. Breakthrough thinking and a mindset change leads to changing how the work is done aligned with the customer.
Individual Performance is the Basis for Momentum: Establishing a personal performance framework is paramount to organizational lift and success. This includes: a) setting annual performance objectives tied into the operating plan, b) job descriptions with a core set of responsibilities that can remain unchanged over time, tied to the needs of the company, c) interpersonal/leadership competencies with strengths-based support, and d) developmental projects and assignments to add a “stretch” factor.
Leveraging Abundant Resources for Results: Organizations cannot save their way to prosperity, but rather must invest and expense resources to change. They must first get beyond cost cutting and just moving the boxes to turn the often overlooked, ineffective processes upside down. Rethinking the roles next with the help of objective participants can lead to an ability to better run and manage the enterprise. Form follows substance – results – not function.
Driving Performance by Changing the Report Card: People naturally focus on what is visibly measured. To drive a performance mindset organize your customer base in a way to see deeply into players big to small, and be prepared to sell to and service each uniquely. Matching experts to expert, cross-functional, co-located teams can problem solve and move the mindset of measurement to delivery external to the company view, as opposed to the traps of silos.