Essere Associés
Executive's performance
Preamble
News strategy, merger, acquisition, LCP, LBO ...
In order to lead a company to success, the key challenge lies in the implementation of the strategy and not in its conception.
Your strategy leads you to transform your company, to shift gear, as well as to seek levels of considerably better results. You must radically and durably change the performance model of your company, be audacious and innovative, adopt new operating modes and new professional behaviours :
- customers must be placed at the core of the company and your teams must learn how to listen to them, how to anticipate their expectations, how to bring appropriate answers and how to fulfill your company's commitments,
- the decision-making must be as close as possible to the field; on all levels of the organization, each employee must show initiative, anticipation, innovation and risk taking. The managers must learn how to create an environment which favours these professional behaviours,
- excellence in the processes and continuous improvement are key success factors for your company.
The obstacles :
- the communication of executives is often too limited to a speech of intention,
- the weight of hierarchy does not provide the freedom needed by entrepreneurs,
- the management of performance is pinned down, lived in a unilateral way; perceived like a procedure of the HR function, it is reduced to a yearly appraisal with remuneration as its main concern.
The stakes :
- the executives must promote initiative and exchange their ideas with those who implement them; breaking down the strategy into concrete operational objectives, leading and controlling the progress towards the objectives, quickly taking corrective measurements, promoting the professional behaviours which are key factors of performance and sustaining the contribution / remuneration dynamics,
- the employees can implement the strategy :
- if they understand the priorities of the company, and how they can contribute to them,
- if they clearly know their roles and responsibilities, if they know at all times where they stand with respect to the set objectives, and if they know how they will be assessed,
- if they have the management framework enabling them to deliver the expected performances,
- if their contributions to the results of the company are actually recognized.