Designing processes as an executive: Achieving the goal with implementation energy - 8 tips


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Not the idea is the central point of many (new) projects, but their implementation. What is needed is holistic thinking by executives, coupled with effective implementation methods. They lead employees and managers motivated to success.

As a manager Designing processes: The goal with implementation energy - 8 tips As a manager Designing processes: With implementation energy to the goal - 8 tips

Here writes for you:

Ralf Koschinski Ralf KoschinskiRalf Koschinski is Dipl.-Kaufmann, Coach & Mittelstandsberater.

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Here writes for you:

Elmar Lesch Elmar Lesch Elmar Lesch is a business coach, management and sales trainer.

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Use the TARGET formula to release conversion energy

The route is the goal. But without a goal the way is only too easily misleading. For that reason alone, a goal should be formulated. This also applies to coaching processes - for example, between managers and employees.

In addition to the goal as such, the TARGET formula supports active implementation. Whether individual, team or self-coaching, without a detailed implementation timetable, coaching processes are doomed to failure right from the start. With the TARGET formula, managers and employees have an effective tool for clearing orders and releasing energy equally. These four key factors are hidden behind: Z(eit) - I(nput) - E(result) - L(Ust).

Time: interpret change as a project

First, the acronym TARGET stands for itself. Karl Lagerfeld once said: "Achievements must never be regarded as a final result." And further: "Once you have achieved certain goals, you have to find new goals for yourself."

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For executives and employees, this means creating a timeline and implementation plan first. Start and finish dates are defined and intermediate stations formulated as milestones.

Input: Planning the use of resources

In order to achieve goals with an employee, the order clarifies which resources and capacities are available. In addition to the material input, the intangible budget plays a decisive role here:

Which talents, talents, strengths and competencies can be used? Aspects such as "Strength Management" and "Focusing on the Essentials" are important resources in a personal coaching process.

Result: The values ​​are also determined by means of a key figure

Although it is difficult in the intangible field, it is not impossible. Here too, actual and setpoint values ​​can be defined. An example from the personality development:

In order to build up his self-esteem, the employee manages to say "no" several times in a certain period of time to wishes that are conveyed to him instead of giving his consent earlier, although he did not really want it.

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Lust: Clarify the emotional why

The emotional why is closely related to the motivational and value world of the employee. What is really important to him in (professional) life? What moves him in the deepest interior?

The recognition of Sense and the purpose of the process makes it possible to enjoy personal development. Progress can be visualized in a success diary. And they should be celebrated together - whether in a team of two or a larger team.

Managers and employees complement each other

One can not be effective without the other. With the TARGET formula, the employee develops and releases energy for implementation, which he uses in order not to work off his tasks with competence and passion, but to realize his commitment and success.

The intrinsic motivation, ie the inner, self-evolving motivation, is a prerequisite for this. Anyone who is "ticking" can always cross borders, overcome obstacles and achieve goals.

8 tips for implementing change

To achieve goals, it is not the system or the strategy that determines the person, but the person. He alone ensures the implementation. As a leader and in a team. But he has to constantly adapt to innovations in order to be able to control processes safely. Easier to do this with the eight levers of the 8A implementation method:

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  1. A clearer, more transparent and measurable assignment is the first requirement to achieve an optimal result. Under what conditions should the changed management work - the manager acts as a management coach - run every day? The employees or the team are asked: What exactly do you want? What do you expect from me as your coach? Which developments are important to you? It is always about how to maximize the benefits. In principle, these are similar questions as when talking to a customer, purchaser or client.
  2. This is followed by the Analysis: Selection and leadership of the results team are crucial. Role positions and responsibilities are defined.
  3. Address: Only a direct approach makes those involved involved. General information is not enough.
  4. Activity: Joint development of the process and schedule leads to effective and efficient implementation.
  5. Power Type: New tasks need motivation. The activation of the individual drivers of all employees involved releases the necessary implementation energy.
  6. Execution: Together with the employee, it is decided to what extent competences are available, developed or delegated.
  7. OrientationBy bundling the forces of all participants, resources and activities, we navigate successfully towards the mutually agreed and desired goal.
  8. The automation Finally, it evolves from the implementation process, which is automatically regulated by the results team. The responsibility for self-control is thus lived and a permanent implementation ensured.


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