Achieving Tactical Excellence—A Six-Step Process

In giving thought to the attainment of quality and all of the benefits associated with achieving it, I recently re-read a chapter entitled Tactical Excellence in an inspiring book called “Beyond Entrepreneurship: Turning Your Business Into An Enduring Great Company,” by James Collins and William Lazier. In achieving tactical excellence, the authors offer a six-step process in doing so: 1. Hiring; 2. “Inculturating”; 3. Training; 4. Goal-Setting; 5. Measuring; and 6. Appreciating.

Hiring

According to Collins and Lazier, good hiring decisions are the foundation to achieving tactical excellence. They state, “good people attract good people, who, in turn, attract more good people, and so on. Hiring good people requires a substantial investment of time. We’ve seen numerous companies get themselves into trouble because they didn’t invest properly in the hiring process.”

The authors tell us it is important to dedicate the proper amount of time and look a good number of applicants before hiring any individual. In addition they recommend that no one be hired after only one interview. They suggest a series of interviews with more than one interviewer involved in the process. It is also critical to follow up on references.

Collins and Lazier also suggest that companies hire from within whenever possible when searching for senior position candidates. They feel it contributes to morale and makes it easier to have leaders that are inculturated into the company.

Inculturating

“By inculturating we mean instilling and reinforcing the vision, especially the core values,” state the authors. New hires need to be further educated about company values immediately after hire. The authors suggest compiling a written history of the company that each new employee will receive when coming on board. The history will contain the roots of the firm and a good overview of the company’s value system. They also recommend giving philosophy talks often, either one-on-one or in groups. In addition, a mentorship program, where each new employee is appointed a mentor/role model in the firm for guidance, can greatly assist in the process of inculturating.

Training

Collins and Lazier tell us to “train people at all levels, not just managers. Keep in mind that training isn’t a perk; it’s a tremendous business advantage.” They recommend outside training programs for having employees gain specific skills, or whenever possible, firms developing their own training programs for employees. Included can be the development of a company’s own “university,” where senior, experienced individuals educate newcomers.

Goal Setting

“Goal-setting is one of the most neglected parts of tactical execution. It’s hard work, for both the employee and his coach. It takes time, thought, discussion and negotiation. Yet, on the other hand, once the goals are clear, you can give much more free rein to people; you don’t need to look over their shoulders and “direct” their activities,” state Collins and Lazier.

“Why do people love to participate in sports? Because it’s one of the few areas of life where you can objectively see how you’re doing, where you can objectively track improvement.”

When goals are clearly set, the annual review process should not be much of a “review” process at all, describe Collins and Lazier. “The employee should be able to see for himself whether he’d attained his goals—did I run 5:30 or not? He shouldn’t need his manager to tell him that.”

Instead of focusing on an employee’s past performance, the “review” process can now effectively become focused on goal setting for the future. And, whenever possible, the process should blend an employee’s personal vision with the overall company vision that clearly translate into quarterly, weekly and daily milestones.

Measuring

According to the authors, “people pay attention to that which is measured. Why do people love to participate in sports? Because it’s one of the few areas of life where you can objectively see how you’re doing, where you can objectively track improvement.” Collins and Lazier believe the same concept can be applied to effective execution. Find a way to quantify tactical excellence, and you can then, “measure it, track it, post it, learn from it and use it as a way to continually improve.” They recommend turning the attainment of quantified goals into a enjoyable challenge as in a contest or game.

Appreciating

And, one of the most effective ways of attaining consistent tactical excellence is in making people feel respected and appreciated, state the authors. “There’s nothing mysterious about it. It’s not conceptually difficult...Simple, honest, genuine appreciation—what could be more obvious and straightforward?” Collins and Lazier explain that there are three basic ways for management to show appreciation: informal, awards and recognition and financial. When displaying appreciation through the informal approach, leaders should approach employees with a personal touch in their leadership style. Employees will sense the appreciation through effective communications and an approach that breaks down traditional barriers.

More formal techniques in showing appreciation can include the establishment of various awards for customer service, quality, sales attainment, or any other category management feels is important enough to warrant an official reward. Collins and Lazier also recommend giving public recognition to employees. “Write about them in the newsletter or company magazine. Comment on them at staff meetings, or at company meetings. Look for opportunities to say, that this person did something excellent—this person’s work is important.”

And, financial awards can also be used to demonstrate appreciation for efforts beyond the status quo. This can take the form of small bonuses or other incentives throughout the year. The authors recommend that management use financial awards as more than a simple monetary incentive but, “as a way to give people specific attention that shows personal appreciation for a job well done.”

Greg D’Amico is a member of the faculty and coordinator of the undergraduate program in graphic communications at Kean University, Union, N.J., and the author of Customer-Centered Production, published by NAPL.