[amazon_link asins=’1118024303,1522021140,0198719795,1119240239,B01AS2T0ZA’ template=’ProductCarousel’ store=’digieboodown-21′ marketplace=’UK’ link_id=’5d5c766c-849a-11e7-bdc2-1b7420a1b569′]
Creating a culture of service, performance, and operational excellence is a journey, not a destination. And guess what? As soon as you feel you have achieved it, along comes increased competition which forces you to be more innovative in your approach.
Regrettably, without commitment, strong leadership, role modeling, and innovation, it is impossible to maintain a competitive advantage within your industry.
SENIOR LEADERSHIP'S ROLE is to:
Set the Vision. In driving excellence, senior leadership is responsible for setting the vision of the organization. They must provide clarity concerning where the organization is going, and what it aspires to be in 5, 10, or 15 years. The vision should be clear and simple, and an inspirational message that engages stakeholders at all levels, from the boardroom to the storeroom. Maybe your vision is for the organization to be a global leader in your industry, or to be a valued contributor within the community. Whatever the vision is, it must move from your head to the hearts and minds of your employees.
Be a Champion of Excellence. You can not relegate driving excellence to someone else, because you are too busy to be bothered with it. You must be the # 1 guardian of excellence within your organization. This means you talk about it regularly, and demonstrate it in your daily interactions with customers and employees. If you do not have time to champion the cause, it sends the wrong message to your employees.
Communicate What You Expect. Use every opportunity available (employee meetings, newsletters, videos, electronic media) to share from your perspective on how driving a higher level of excellence will not only impact the organization's financial bottom-line, but also how it will increase business and revenue, which creates greater opportunities for growth and advancement for all employees.
Create a WE mentality. Create an environment that is inclusive of you in driving excellence. Use words like "WE" and "OUR" as often as possible when communicating. This verbalizes that you are part of the initiative, and not just standing on the sidelines reflecting and waiting to penalize employees who screw up.
Involve Employees. Engage line staff in the process of driving excellence by soliciting their input, acting on those ideas and solutions that will advance the organization, and recognizing sustained, superior performance. Employees who are encouraged to be involved in the planning of work that affects them are more apt to support the initiative wholeheartedly, and foster a spirit of buy-in within their team.
Hold Mid-Managers Accountable. Make it clear to your mid-managers and supervisors, that compromise in driving excellence is not an option; and that you are relying on their active involvement through the process. Use internal tools and resources to measure what you expect; ie, productivity or quality reports, performance reviews, and incentive plans. Leaders who achieve or exceed expectations in driving excellence should be readily rewarded and recognized. Leaders who fall below expectations should be trained and counseled to ensure improved performance.
So, why is senior leadership involvement central to the achievement and sustainability of service, performance, and operational excellence? Because in your organization's journey to driving excellence, every move you make as a leader will be closely scrutinized. Your actions and behaviors will set the tone and determine the achievement and sustainability of your organization's vision, mission, and values.
Bottom-line, if you wholeheartedly incorporate the essentials covered above as part of your time in driving excellence, you can leave the rest up to your mid-managers and supervisors. But, never forget that driving excellence starts with you . Next, I will clarify the role of your mid-managers and supervisors in driving excellence. Until then, use this information to assess your level of involvement and commitment in driving excellence by identifying what you must START, STOP, or CONTINUE doing; then implement a timeline by which you will act on your commitments.
In the end, you will demonstrate clearly with your words, actions, and behaviors that senior leadership is seriously committed when it comes to creating a culture of service, performance, and operational excellence.
Complete Assistance in the preparation for the implementation of the SMR/CR can be obtained from us at Complaince Consultant Where we have experience in the banking sector from 2015/2016.
Source by Theo Gilbert-Jamison
[amazon_link asins=’191064952X,B01M9I0CT8,0670923303,B01M9C1Y3S,0802414869,1494463180,1471164934,0198268238,B01N190549′ template=’ProductCarousel’ store=’digieboodown-21′ marketplace=’UK’ link_id=’8bf0d388-84f1-11e7-bab5-71b20341157b’]
[layerslider id=”2″]