Protocols

Actions that are implemented by your company to create continuous performance improvement and accelerating profitable growth.

  1. Organizational Structure:
    Balanced structure is key to effective function in any organization. The organization chart identifies major areas of function (departments), links job titles with areas of responsibility and provides the basis for developing accountability systems.
  2. Goal Setting and Planning:
    A strategic planning system is established that creates meeting systems and protocols for inter- and intra- departmental and corporate interface for Goal Setting and Planning that includes the development of strategies and tactics for goal achievement. The strategic planning system also includes the development of a 5-year business plan for the organization which is updated annually. This strategic planning system encourages and solicits some level of input to developing goals and plans for goal achievement from every team member.
  3. Product Development:
    It is essential to continuously strive to maintain and improve the product offering to ensure that the organization offers a competitive, high quality product line to the sales force and customer base. Research and development efforts will be ongoing to continuously improve the performance and profit making capability of all products, especially the product groups that deliver the majority of sales and profit dollars. Sales and marketing department will interface regularly in meetings with research and development and product development departments to maintain a dialogue that will promote product development and improvements that will consistently deliver products that meet the needs of the marketplace as dictated by competitive demographics and sales and marketing and market research departments.
  4. Communications:
    Effective communication is essential for the organization to develop common goals and to track the success of implementation of those goals. Systems are developed to ensure that inter- and intra- departmental dialogue happens in regularly scheduled meetings to review progress on goals and to discuss issues central to the success of inter- and intra-departmental functions. Each meeting has a standard agenda as well as an opportunity for “new business” or “open forum” discussions. Minutes are kept for each meeting that identify projects adopted, persons responsible for those projects and estimated timelines for completion. Each scheduled meeting opens with a review of minutes of the previous meeting to track progress on committed projects.
  5. Market Analysis/Market Strategy:
    Understanding the customer/constituent and marketplace of the organization is essential to serving the customer/constituent successfully. Protocols are developed to train teams and/or individuals to analyze marketplace and customers/constituents, and then design and implement goals, strategies and tactics to increase overall product sales as well as increase market share and customer/constituent satisfaction.
  6. Profit and/or Goal Achievement-Driven Incentives:
    In a for-profit organization, profit-driven incentives should be developed in some form for every team member. In not-for-profit organizations, goal achievement-driven incentives should be developed for every team member. Tracking and frequent reporting of progress on the incentives metrics is central to the success of these programs and a primary component of supporting team and morale building protocols.
  7. Team Member (Employee) Job Description and Performance Evaluation:
    Vital to organizational effectiveness is being sure that each team member understands, through developing thorough and complete job descriptions, what they are responsible and accountable for, and that part of their responsibility and accountability is to help and facilitate all team members and the entire organization in achieving their individual and common organizational goals. Comprehensive performance evaluations at least annually are essential for all team members, and if a team member is under-performing and notified of what improvements are required, then quarterly evaluations should occur until performance is satisfactory.
  8. Accountability: Monitoring Goals Related Performance:
    Once goals are established and strategies and tactics are in place to achieve those goals, accountability systems in the form of “scorecard reports” need to be developed to evaluate individual, departmental and overall corporate performance success ratios against goals-related metrics. Frequent reporting and review of goal-achievement metrics must be committed to and diligently followed-up on the inter-departmental, intra-departmental and corporate levels.
  9. Strategic Alliances:
    Establishing strategic alliances with other organizations and/or individuals that are very important to the achievement of our goals is essential to achieving continuous performance improvement. Examples are: Suppliers of essential goods and services to keep the organization running efficiently (vendors, banks, insurance providers, legal and accounting professionals, etc.), elected officials and Government agencies that create and enforce regulatory policy that the organization must comply with, Associations of businesses with similar interests that join together to promote reasonable legislation and regulatory policies that affect the general business climate of the organization’s members and that provide networking opportunities for members to exchange ideas on how to improve the way their business is conducted. Identifying these organizations and/or individuals and developing strategic alliances with them is an ongoing responsibility of management, subject to annual review of how effectively the organization is utilizing each of the Strategic Alliances to improve performance and achieve goals.
  10. Team Building:
    Establishing inter- and intra-departmental protocols for team building is vital to optimize team member understanding of the viability and achievability of corporate goals and to the very important role each team member plays in achieving these goals.

The building blocks for “Team Building” will be:

a) Maintaining a commitment to involving every team member in annual goal setting and planning meetings by department and corporately, and then to tracking and reviewing performance through reports and meetings throughout the course of the following business year in an effort to meet or exceed performance to goals. Diligent, documented follow-up is essential to this function.

b) Ask team members for ideas and suggestions for ways to improve corporate/departmental/individual team member performances. Systems need to be established that regularly recognize and reward valid suggestions.

c) Maintaining an “open book” on corporate performance on an ongoing basis so that every team member understands how the organization is performing in terms of financial strength, profitability and overall goal achievement.

d) Meeting regularly inter- and intra-departmentally and corporately to review corporate and departmental performance, and to review, refine and improve goal setting and planning protocols.

e) Providing team members with ongoing educational opportunities that facilitate personal growth and improve business skill sets.

f) Maintaining a “disciplined culture, not a culture of discipline,” by creating operating protocols (rules of operation) goals, strategies and tactics for goal achievement that all team members have input to and, therefore, understand, believe in, are committed to and rewarded by.

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