执行力：后续追踪follow through.docx

后续追踪
BEHAVIOR 4: FOLLOW THROUGH
Explore conflicts that stand in the way of results and create mechanisms such as regular reviews to ensure people do what is expected探究妨碍结果的冲突，创造一种机制,如定期审核,以保证人们做所期望的事
Questions:
(1) How to explore conflicts?
(2) Why employees don't do what they're supposed to do and what to do about it—one reason is that employees don't know what they are supposed to do
(3) How to do follow through?
即使有了简单明确的目标，如果没有人把它当回事也不管用。企业中有不少计划，都是因为不能贯彻后续追踪而导致失败，这也是执行无力的主要原因。
Book: Following Through: a Revolutionary New Model for Finishing Whatever You Start; written by Steve Levinson / Pete Greider; This book shines a spotlight into the black hole in inner space where good intentions disappear. It reveals the startling reason why we humans so often fail to follow through on our good intentions and it offers a collection of bold new strategies for finishing whatever you start.

Follow-through is the cornerstone of execution执行力的基石, and every leader who is good at executing follows through religiously每个执行力良好的领导人，都会严谨地进行后续追踪
【religious [ri5lidVEs] 宗教的，认真的，严谨的__cornerstone [5kC:nEstEJn]墙角石, 奠基石】【】
Never finish a meeting without clarifying what the follow-through will be, who will do it, when and how they will do it, what resources they will use, and how and when the next review will take place and with whom.
And never launch an initiative unless you're personally committed to it and prepared to see it through until it's embedded in the DNA of an organization. 【】
Follow through after review
Any good review ends with closure and follow-through. Without them, you're apt to get one of those meetings where people nod their heads in agreement点头同意, only to start wriggling out of the deals a few days later. The leader has to be sure that each person has carried away the right information and taken accountability for what he agreed to do. One powerful technique is to send each person a memo outlining the details of the agreements
【end with __closure [5klEuVE]终止辩论. 关闭__apt [Apt]易于...的=prone, liable ,likely --be apt to倾向于__ wriggle [ 5ri^l ] 宛蜒行进, 扭动--Wriggle out of 慢慢设法摆脱…__ carry away运走__accountable—responsible__ accountability—responsibility__ responsible for sth为...负责; 是造成...的原因__ responsible to sb】
How to do follow through
After the meeting: follow-through and contingencies--后续追踪三步骤 ① 寄上备忘录：事先规划 ② 应变之道 ③ 每季进行检讨
1. Send each person a memo
One powerful technique is to send each person a memo [5memEu]备忘录outlining the details of the agreements【给每位与会人员寄上一份备忘录，这份备忘录概述了一致同意的事项的详细细节。Stone, 2007-12-30】.
F Here are excerpts [5eksE:pt]摘录from one such letter, sent by Larry to an AlliedSignal component after the review of the 1999 operating plan. Sales for the business in question had been good and were getting better, so the main focus was on driving for higher margins.
November 25, 1999
To: leaders of Group X
From: Larry Bossidy
Thank you for a solid review of your 1998 AOP (annual operating plan). Here are some observations that you should share with your business leaders.
Ÿ For 1999, build a plan that allows you to react to different scenarios, given the high level of economic uncertainty.
Ÿ Given this uncertainty, we need an ambitious plan for productivity that over-achieves the target.
Ÿ Develop a proposal for reducing your cost structure. I want to know what you would do, how much it would cost, and the impact to census and 1999 AOP financials.
Ÿ Our quality problems are disturbing. Continue to work to improve quality. I am especially concerned with our problems with customer X. Develop a program for X that will convince them that we are addressing the issues. A key component of the solution is a further reduction in our supply base.
Ÿ Good work on reducing past-due shipments. However, past-dues are still among the highest in the company, so opportunity remains.
Ÿ Supply chain is our number-one process priority. Do not fix the problems individually; fix the process. Please make sure we have a defined path to achieve the reduction in the fourth quarter.
Ÿ The 436 million price reduction is an area that needs continuous review to find creative ways to reduce the impact.
Ÿ Cost reduction is a big opportunity for you. One point of cost will take you from an uncomfortable position to a comfortable one.
Business A
Ÿ You need to do something about quality. Thirty percent customer returns is way too high. Devote more resources in engineering to get at the quality issues.
Ÿ It does not appear that we are realizing the upside associated with price increases in the aftermarket. Let’s understand why we are not seeing it and, if there are cost issues, develop plans to mitigate it.
Ÿ Make sure we have a plan to improve repair and overhaul margins, particularly on commercial propulsion products.
Ÿ We need to drive better results out of the product line Z.
Ÿ Given that the risks you identified are likely, we need a well-thought-out contingency plan that focuses on costs.
Manufacturing Operations
Ÿ Under normal economic conditions, your material plans would be fine, but in this disinflationary environment we need more. Work with executive A to crisp up your plans. You have a lot of opportunity here. I would like your targets to be more aggressive.
Ÿ Your inventory target is not aggressive enough. Work with executives A and B to determine your inventory entitlement and develop a more credible plan with aggressive targets. Keep in mind that you can’t reduce inventories without reducing lead times. A significant reduction is needed in Q4 to achieve the cash flow target.
Ÿ I would like you to put more focus on Six Sigma projects. Let’s be sure we are realizing the value of the black-belt/green-belt resources.
Ÿ We have had success driving productivity at product line B, but it has been at the expense of working capital. Figure out how we can drive productivity using less working capital.
2. Contingency plans应变计划
Prepare Contingency Plans in advance事先准备应变计划. The operating plan is done. Now the leadership looks at the assumptions that might be most vulnerable and plans for contingencies in case results start to come up short.
【contingency [kEn5tindVEnsi]__look at 看, 查看；考虑, 着眼于__vulnerable [5vQlnErEb(E)l]易受攻击的，有弱点的=susceptible to attack】
F Question: how to develop contingency plan?【see: contingency plan】
3. Quarterly reviews每季进行检讨
Quarterly reviews help keep plans up to date and reinforce synchronization. They also give a leader a good idea about which people are on top of their businesses, which ones aren’t, and what the latter need to do.
The review itself is a basis to compare how the general manager has done against the first quarter plan.
“…I’ll be on plan by the end of the second or third quarter.” I then have to ask, “Let’s assume you’re not. That means I don’t do anything about it until the fourth quarter after you don’t make it in the third quarter. Well, let’s not do that. Let’s start doing something now as though you’re not going to make the sales budget. If you do, all the better and you’re ahead of your plan and that’s great, but if you don’t you’re protected.” Same thing with productivity. If someone says, “I didn’t have a good first quarter, but I will have in the second,” again I have to say, “Well, let’s assume you don’t. What are you going to do now about that?”
What I say is, “People, we’re talking about operating plans. This not about hopes and dreams. This is about realities. Don’t tell me you hope it’s going to get better. Don’t tell me that you dream about doing it better. The reality is that in the first quarter it wasn’t better. That’s the database that we’re going to go from, and that’s the database we’re going to act upon.”
4. Goals to live by
I tell them, “We as a company think this is the realistic target. This is what we’ve led people to believe. We’ve asked you to come up from what we agreed upon earlier, but there’s still a gap between what you think you can make in the ten operating businesses and what we think we have to make.”
I can’t just give them numbers they can’t make, because that isn’t going to be helpful. We’ve got to talk about how we fill the gap. I say, “what ideas do we have that begin to close this gap? We’re going to keep health care costs flat across the organization, so that’s going to give you two cents a share. I’ve got some ideas to help you, but I’m still short.”
So you have a good debate about how to close whatever gaps exists.
I’ve talked to many operating people who said, “You know, I knew at the beginning we had no chance at his plan.” My reply is, “Why didn’t you speak up and say so? I’m not going to run out of the room. I am going to challenge your plan. I’m going to try to get as much stretch as I can, but if it’s not achievable, nothing’s been accomplished here that’s good.”
Sometimes, on the other hand, you have to put the pressure on. Say somebody clearly isn’t going to make his targets and doesn’t have a good excuse. I might say, “So what are what are we going to do? I’ve got to report to Wall Street at the end of the quarter, and I can’t just walk away from my commitments. Maybe, I should bring you along with I go to the press and say, ‘Here’s the guy who’s responsible.’ No? Well, how about this: You’ve got fifteen thousand stock options (I always know how many they have), and you’re a member of the 401(k). your team members also have options and 401(k)s. If we miss our estimate and our stock drops ten or fifteen percent, doesn’t that have any impact on you and the others?”
So I make it a personal challenge: if you don’t accomplish your objective, if you don’t do what you said you were going to do, you are hurting yourself and your teammates.
Usually the man will break his chops to make the numbers.
Larry: You want some stretch in your plans. But really your should know how much of a stretch that is. You can’t go in and say, “Look, I’m just going to give you a number.” My approach is that I want to know how you’re going to make your number. First and foremost, I need to see that you have a handle on it. Two, you’ll know that I know you have a chance to get it done, so you’ll get more resources if you need them. Three, I learn a lot, because the chances are I don’t have an answer about the method of accomplishment.