Alignment

Company Alignment

1. Achievements (What do you want the employee to achieve).
2. Accountability (Why how and when should the work be done).
3. Personal Growth (What skills, behaviors, and mannerisms should the employee posses to accomplish those goals, what skills, behaviors, and mannerisms does that individual have now, where are the opportunities for personal growth and what can the company do to help the employee develop them).
4. Recognition (What system will be used to track successes and recognize accomplishments).
5. Advancement (what’s in it for the employee).

It is the responsibility of every manager or owner to establish the vision for his or her company or department and put the “vision” into a realistic plan. Once a realistic “big picture” plan has been established, the next step is to assign “work functions” to each major part of the big plan. Every person responsible for each “work function” should then be held responsible to further develop their part of the plan within an agreed-upon time frame.

Tools needed to support motivational modifiers.

3. Develop an Organizational Strategy. Once you’ve completed steps 1 and 2, develop an organizational chart portraying every “work function” necessary to execute the actions.

The ultimate goal of these efforts must be results.

• What gets measured gets done.
• As a manager, it is more productive to work on the business than in it.

Four quadrants of work necessary

For each type of work function within a company.

Let’s review a few “rules” of organization. First of all, the work flow chart should consist of work “functions” and not “job descriptions” or “positions”. More often than not, one person may be accountable to perform more than one “function”. An example may be a Sales manager also performing the function of a salesperson or a General Manager also performing the function of marketing or accounting.

The term “position” or “description” implies no other work “functions” are expected or necessary for an individual. Quite the contrary is true. Therefore, the term “work function” should set a clearer level of expectation for the worker.

As far as “managers” go, every person employed by your company needs to adopt and own the concept of being an effective manager. Every employee, no matter what “function” they serve, is a manager. They manage their behaviors, mannerisms, work, time and results. First and foremost, every employee needs to clearly understand that they are accountable to manage themselves, their work, their time and the results of their work first. The more effective individuals become at managing that, the more opportunities should be awarded for them to manage more “functions” of the company.

Based on the premise that every employee’s first accountability is to manage himself or herself first, it should be understood that employee’s accountable to perform “management functions” can not manage “people”. People should be accountable to manage themselves. The management “function” can only effectively manage the execution of the work with clearly defined results.

Workers accountable to perform a quadrant A function (General Manager) should be accountable to Develop the business plan, Coordinate the efforts of implementation and regulate the results of the plan.

Workers accountable to perform quadrant B functions (Staff Manager) should be accountable to further develop their part of the company’s plan under the direction of the A function manager. Their main focus should be to implement the plan with-in his or her area of influence, work with other quadrant B managers to integrate the work process and regulate the execution of the plan to ensure desirable results.

Workers accountable to perform quadrant C functions should be held accountable to execute the plan and deliver results. B’s job is to identify any and all “barriers” in the way of C’s ability to deliver results and remove those barriers. Sometimes it’s the plan. Other times it may be C’s inability to manage themselves, the work or the proper execution of work. In any case, management’s responsibility is clear.
Identify, quantify and remove barriers preventing their people from getting results.

Workers accountable to perform quadrant D functions should be held accountable to regulate the execution of the work, track the results and report results to their immediate manager. “Just the facts”.

4. Create company function agreements.

A. Assign a “function” to every action listed in step two.

Example:

• Generate 6 replacement leads per day. – Marketing
• Close a minimum of three replacement sales per day. – Sales
• Install a minimum of three complete systems per day. – Operations
• Generate 20 maintenance calls per day. – Marketing
• Involve at least 6 customers per day with maintenance agreements. – Oper / Sls
• Complete a minimum of 20 maintenance calls per day. – Operations
• Generate at least 1 replacement leads per day from maint. Calls ran. – Oper. / Sls
• Generate at least 10 service calls per day. – Marketing
• Complete 10 service calls per day. – Operations
• Generate at least 2 replacement leads from service calls ran per day. – Oper / Sls
• Complete all paperwork to standard. – Admin
• Track all work to final disposition – Acct
• Process all invoices within 24 hours – Acct

B. Separate the “actions” by the “function”.

Example:

Actions – Accountable Function

• Generate 6 replacement leads per day. – Marketing
• Generate 20 maintenance calls per day. – Marketing
• Generate at least 10 service calls per day. – Marketing
• Close a minimum of 50% of scheduled leads per day. – Sales
• Involve at least 6 customers per day with maintenance agreements. – Oper/Sls
• Generate at least 1 replacement leads per day from maint. Calls ran. – Oper. / Sls
• Generate at least 2 replacement leads from service calls ran per day. – Oper / Sls
• Install a minimum of three complete systems per day. – Operations
• Complete a minimum of 20 maintenance calls per day. – Operations
• Complete 10 service calls per day – Operations
• Complete all paperwork to standard – Admin
• Maintain 80% maintenance agreement renewal closure – Admin
• Track all work to final disposition – Admin
• Process all invoices within 24 hours – Admin

C. Develop a clearly defined objective for each function

Example:

Marketing Manager Function

Objective: Develop, implement, execute and regulate the necessary plans designed to deliver the results listed under “Actions” below, while maintaining all company standards associated with this function.

Actions – Accountable Function

• Generate 6 replacement leads per day. – Marketing
• Generate 20 maintenance calls per day. – Marketing
• Generate at least 10 service calls per day. – Marketing

Sales Manager Function

Objective: Develop, implement, execute and regulate the necessary plans designed to deliver the results listed under “Actions” below, while maintaining all company standards associated with this function.

Actions – Accountable Function

• Close a minimum of 50% of scheduled leads per day. – Sales
• Involve at least 6 customers per day with maintenance agreements. – Oper /Sls
• Generate at least 1 replacement leads per day from maint. Calls ran. – Oper. / Sls
• Generate at least 2 replacement leads from service calls ran per day. – Oper / Sls

Operations Manager Function

Objective: Develop, implement, execute and regulate the necessary plans designed to deliver the results listed under “Actions” below, while maintaining all company standards associated with this function.

Actions – Accountable Function

• Involve at least 6 customers per day with maintenance agreements. – Oper / Sls
• Generate at least 1 replacement leads per day from maint. Calls ran. – Oper. / Sls
• Generate at least 2 replacement leads from service calls ran per day. – Oper / Sls
• Install a minimum of three complete systems per day. – Operations
• Complete a minimum of 20 maintenance calls per day. – Operations
• Complete 10 service calls per day – Operations

Administration Manager Function

Objective: Develop, implement, execute and regulate the necessary plans designed to deliver the results listed under “Actions” below, while maintaining all company standards associated with this function.

Actions – Accountable Function

• Complete all paperwork to standard – Admin
• Maintain 80% maintenance agreement renewal closure – Admin
• Track all work to final disposition – Admin
• Process all invoices within 24 hours – Admin

D. Assign the “standards” by which each action is to be performed

Example:

Marketing Manager Function

Objective: Develop, implement, execute and regulate the necessary plans designed to deliver the results listed under “Actions” below, while maintaining all company standards associated with this function.

Actions – Accountable Function

• Generate 6 replacement leads per day. – Marketing
• Generate 20 maintenance calls per day. – Marketing
• Generate at least 10 service calls per day. – Marketing

Standards

• Marketing cost will not exceed __ % of total sales
• The marketing plan is to be documented and approved a minimum of 30 days prior to execution
• All employees are to be made aware of all marketing campaigns prior to the execution of campaigns
• All marketed leads are to be tracked to final disposition
• $$ Spent per marketed lead (per campaign) shall not exceed $100.00
• $$ Spent per marketed lead resulting in a sale shall not exceed $200.00

Sales Manager Function

Objective: Develop, implement, execute and regulate the necessary plans designed to deliver the results listed under “Actions” below, while maintaining all company standards associated with this function.

Actions – Accountable Function

• Close a minimum of 50% of scheduled leads per day. – Sales
• Involve at least 6 customers per day with maintenance agreements. – Oper / Sls
• Generate at least 1 replacement leads per day from maint. Calls ran. – Oper. / Sls
• Generate at least 2 replacement leads from service calls ran per day. – Oper / Sls

Standards

• All leads will be tracked to final disposition
• Each comfort advisor will be scheduled to run three leas per day
• Highest performing Comfort Advisor’ schedule will be filled first
• A maintenance agreement option will be offered on every open call
• All applicable options are to be offered on every service or maintenance call
• All service and maintenance calls are to be tracked to final disposition

E. Align your “actions” in order of priority and include your Companies over-all mission or Objective and the “function” this person is accountable to.

Example:

Mission: To establish our company as the preferred service provider in the city

Marketing Manager Function

Accountable to: General Manager

Objective: Develop, implement, execute and regulate the necessary plans designed to deliver the results listed under “Actions” below, while maintaining all company standards associated with this function.

Actions – Accountable Function

• Generate 6 replacement leads per day. – Marketing
• Generate 20 maintenance calls per day. – Marketing
• Generate at least 10 service calls per day. – Marketing

Standards

• Marketing cost will not exceed __ % of total sales
• The marketing plan is to be documented and approved a minimum of 30 days prior to execution
• All employees are to be made aware of all marketing campaigns prior to the execution of campaigns
• All marketed leads are to be tracked to final disposition
• $$ Spent per marketed lead (per campaign) shall not exceed $100.00
• $$ Spent per marketed lead resulting in a sale shall not exceed $200.00

I have read, understand and agree to the above actions and standards expected of me.

Employee:________________________ Date:______________________

I agree to help coordinate the efforts necessary for this function.

General Manager:_________________ Date: _______________________

F. Get a time commitment from your people if their responsibilities include additional planning on their part.

Example of a job function description:

Company Mission: To establish our company as the preferred service provider in the city

Accountabilities of:                                                    Accountable to:
Marketing Manager Function                                General Manager

Objective: Develop, implement, execute and regulate the necessary plans designed to deliver the results listed under “Actions” below, while maintaining all company standards associated with this function.

Actions – Accountable Function – Plan due by

• Generate 6 replacement leads per day. – Marketing – ___________
• Generate 20 maintenance calls per day. – Marketing – ___________
• Generate at least 10 service calls per day. – Marketing – ___________

Standards

• Marketing cost will not exceed __ % of total sales
• The marketing plan is to be documented and approved a minimum of 30 days prior to execution
• All employees are to be made aware of all marketing campaigns 10 days prior to the execution of campaigns
• All marketed leads are to be tracked to final disposition
• $$ Spent per marketed lead (per campaign) shall not exceed $100.00
• $$ Spent per marketed lead resulting in a sale shall not exceed $200.00

I have read, understand and agree to the above actions and standards expected with the function of Marketing Manager.

Employee: ________________________ Date: ______________________

I agree to help Identify, quantify and remove barriers that may prevent _________________ from getting results while performing the functions of Marketing Manager.

General Manager: _________________ Date: _______________________

Motivator Modifier : The implementation of the modifier will Motivate. If the modifier is withdrawn or Not applied, the team will be de-motivated.

Total alignment

• Achievements (What do you want the employee to achieve).
• Accountability (Why how and when should the work be done).

Actions Required:

1. Develop an objective for your group. Why does your company or group exist and what is the overall big picture objective or “mission” for your group or company?
2. List every action that needs to be properly executed in order to accomplish this objective. (This will require a lot of thought and time to complete. Take your time and be very detailed).
3. Develop an Organizational Strategy. Once you’ve completed steps 1 and 2, develop an organizational chart portraying every “work function” necessary to execute the actions.
4. Create company function agreements.

• Assign a “function” to every action listed in step two.
• Separate the “actions” by the “functions” identified in step 3.
• Develop a clearly defined objective for the action list developed for each job function.
• Develop a list of “standards” by which each action is to be performed.
• Align your “actions” in order of priority; include your Companies over-all mission or Objective and the job “function” this person is accountable to.
• Get a time commitment from your people if their responsibilities include additional planning on their part.

Developing an objective for your group. First of all, as a manager or owner, you need to determine what you “personally” want to accomplish. Why do you do what you do? How does the function you perform support your personal goals at this point in your life?

This personal desire must then be translated into specific actions each function within your organization must perform to accomplish this goal. For example, if your goal as an owner or manager is to “become independently wealthy”, it would be counterproductive and de-motivating to tell your people to make you “independently wealthy”.

Think through every action and result necessary to accomplish that goal, and make a list of those actions with the end result in mind. Develop a simple mission “statement” or “theme” that clearly defines the direction you want your company to go. For example: “To establish our company as the preferred service provider in the city”. Everything should support your personal goals and objectives. “Total Alignment”.

Develop an Organizational Strategy. The objective here is NOT to define job descriptions. The objective is to clearly define the “work functions” necessary to execute actions needed to accomplish specific results.

Once developed, the result will be more “boxes” or “functions” than “people” available to perform each function within the organizational chart. That is why it is important to understand that each “person” will be required to perform more than one “function”.

This is a critical exercise. Identify every work function, list every action accountable to each function and define the standards by which those actions are to be performed.

The result will be a clearly defined level of expectation for every position accountable for specific work functions. If and when your Company grows, reallocating work accountabilities and functions is easier and the results will be more predictable. If you are faced with the undesirable situation of downsizing, re-allocating job functions and accountabilities is less disruptive.

If you desire to have a growth strategy for your company, this exercise is imperative.

Create company function agreements.

• Assign a “function” to every action listed in step two.
• Separate the “actions” by the “functions” identified in step 3.
• Develop a clearly defined objective for the action list developed for each job function.
• Develop a list of “standards” by which each action is to be performed.
• Align your “actions” in order of priority; include your Companies over-all mission or Objective and the job “function” this person is accountable to.
• Get a time commitment from your people if their responsibilities include additional planning on their part.

The Next Step

• Define the “perfect personal attributes” you are looking for in the people performing each company function. (Company Function Personnel Profile)
• What skills, behaviors, and mannerisms should the employee possess to perform the job functions?
• Which employee in your organization would be the best match for specific job functions based upon their skills, behaviors, and mannerisms?