your aims and standards much higher. • Setting Altering an imperfect metric system. • Considerably increasing performance response to each employee. • Terminating the practice of "corporate happy talk," especially in • newsletters. Inviting a client panel to speak forthrightly at the annual meeting. • Maintaining the balance sheet by deleting bad assets, which will show a • serious quarterly loss Selling the corporate headquarters and proceeding to more functional • quarters. Downscaling the corporate aircraft fleet. • Allotting every business unit 24 months to become first or second in their • industry peer group, or threat being downsized. Managing the salary structure of the company's top 10 executives. • Affiliating their salary to key strategic measures such as product quality. • Hiring consultants to build an honest exchange of perceptions, at the risk • of challenging sacred cows. Uncovering errors or weaknesses rather than adjusting them. • Widening the accountability of subunits for broader measures than usual. • Making managers and executives communicate more often with • disappointed clients. Revealing prolific opportunities that the company obviously cannot obtain • due to its ill performance. 2. "Creating the guiding coalition" The biggest blunder you can make – is to "go it alone" as an isolated CEO. Or, just concerning a panel of two or three of the company's top 15 officials of the guiding organization does not work either. Construct a coalition of people who have position, authority, proficiency, reliability and leadership. People on the "guiding coalition" require management and leadership qualities to excel it.
• Setting your aims and standards much higher. • Altering an imperfect metric system. • Considerably increasing performance response to each employee. • Terminating the practice of "corporate happy talk," especially in newsletters. • Inviting a client panel to speak forthrightly at the annual meeting. • Maintaining the balance sheet by deleting bad assets, which will show a serious quarterly loss • Selling the corporate headquarters and proceeding to more functional quarters. • Downscaling the corporate aircraft fleet. • Allotting every business unit 24 months to become first or second in their industry peer group, or threat being downsized. • Managing the salary structure of the company's top 10 executives. • Affiliating their salary to key strategic measures such as product quality. • Hiring consultants to build an honest exchange of perceptions, at the risk of challenging sacred cows. • Uncovering errors or weaknesses rather than adjusting them. • Widening the accountability of subunits for broader measures than usual. • Making managers and executives communicate more often with disappointed clients. • Revealing prolific opportunities that the company obviously cannot obtain due to its ill performance. 2. "Creating the guiding coalition" – The biggest blunder you can make is to "go it alone" as an isolated CEO. Or, just concerning a panel of two or three of the company's top 15 officials of the guiding organization does not work either. Construct a coalition of people who have position, authority, proficiency, reliability and leadership. People on the "guiding coalition" require management and leadership qualities to excel it.