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Leading the Alignment of Marketing and HR with Operations
First....... Then..... Frontline managers take the group or team management role in receiving feedback as to "How are we doing?" Then executing programs everyday for "how" to manage objectives with "what needs to be done. What is missing in most enterprises is aligning the "how" in daily operations on to re-evaluating the "what" needs to be done from senior management. In other words, completing the cycle. Dr. Csikszentmihalyi, a psychologist and expert on involvement, correlates skills and challenges to involvement:
Leading experiences and relationships...... The practice helps complete this cycle by giving frontline managers and team leaders a tool for owning and evaluating the "how" in daily operations and sharing their feedback while seeking support for "what" needs to be done to accomplish results. The practice cycle helps complete this missing link and create momentum for leading alignment from "what" needs to be done for the enterprise to succeed to "how" to get it done in daily operations and back again to re-evaluating "what" needs to be done. Our research indicates that through the practice supervisors can have a tool to support team leaders in putting the customer first. This helps solve the dilemma in which many enterprises waffle back and forth of who do you put first--associates or customers. With alignment supervisors can put associates first and provide for them skills to put customers first. This can work equally well in an up or down economy.
Leading enterprise cultures Long-term accountability is a way of thinking and a way of acting. A journey, not a destination. To ingrain it in your culture you must act by the way of the pyramid:
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