Sustaining the Vision

By Priscilla Luzader Pipho

Sustaining the Vision

People Systems

The key to successful implementation of any initiative  is making sure that everyone is on the same page. Define roles and responsibilities, create metrics for success, develop reporting structures and communicate broadly. Yet even when the best and the brightest work tirelessly and measure progress consistently, without a clear understanding of who does what and when, the initiative will fail. We have found that creating what we call people systems is the best way to put the plan into action. 

If you systematize the people aspect of the equation, you remove ambiguity and add clarity for all involved. 

And here’s how:

1. Identify the key values, attributes, and/or initiatives that need action and implementation within the organization. For our illustration, let’s assume an enterprise database software change that will affect multiple divisions and teams. 
2. Determine key roles and responsibilities and cascade that down into the organization. In our example, if we have a two-year plan of replacing the software, we will have different people involved at different phases. A different group is in place for the initial requirements gathering than the end users, but everyone who may affect the success of the project should be included, from purchasing to implementation.
3. Assign responsibility and accountability. Each person who is identified in step 2 gets an update to their duties and responsibilities. Rather than just letting this fall into the “other duties as required” category of the job description, make sure each person understands why they are critical to the success of the project. 
4. Evaluate and report. Let everyone get rated – you can do peer rating on a project or include it in an annual performance review. Making sure we are rated on behaviors we want to see repeated shows that it’s everyone’s job to be accountable. And as much as everyone gripes about performance evaluations, the data show that employees are more satisfied when they get regular feedback. 
5. Start at the beginning. For every new hire, make sure you have an onboarding program that reinforces values and accountability. Introduce the concept of rewarding performance from a values-based and a skills-based perspective, whether for projects or for daily work. And as you build the onboarding program, include all divisions in the process to ensure everyone is contributing to the message. 
6. Celebrate success. Throughout the year, make sure you are giving public praise for the successes and milestones for projects. Teams that are celebrated publicly can have a renewed sense of collaboration and accomplishment. And don’t be afraid to celebrate individual successes. You’ll build an expectation into your culture that what matters is rewarded. 

Create systems that support any initiative – whether a project or a set of values – and weave them into the fabric of your organization. If  you do, you will find that people understand their role and can deliver better results more quickly. It’s a win-win.