ACTION: For each key process youâve identified, decide who within the organization will be accountable. These people are then accountable to the head of operations.
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Converting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it? The first and the last of these are too often overlookedâwith dire results.
⢠Reduce by 80% the time it takes the top team to manage the business (operational activities)
⢠Refocus the senior team on market-facing activities
⢠Realign everyone else (onto the same page) to drive execution and results.
Accountability: This belongs to the ONE person who has the âability to countâ â who is tracking the progress and giving voice (screaming loudly) when issues arise within a defined task, team, function, or division. It doesnât mean he or she makes all the decisions (or even any decisions) â which is why people often talk about leaderless teams. However, someone must still be accountable. The rule: If more than one person is accountable, then no one is accountable, and thatâs when things fall through the cracks.
Responsibility: This falls to anyone with the âability to respondâ proactively to support the team. It includes all the people who touch a particular process or issue.
Authority: This belongs to the person or team with the final decision-making power.
Who Runs the Meeting â Pick someone who is naturally structured and disciplined (that might not be the CEO) to keep meetings running on time.
Converting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it? The first and the last of these are too often overlookedâwith dire results.