Execution and Empowerment

1. Excellence of Execution &
Empowerment
Lear Corporation
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2. What are some of the challenges
you face in leading your team?
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3. Excellence of Execution &
Empowerment
• Knowing what to empower
• Understand the people who needs to execute
• Implement a way of monitoring that will achieve your
goals
• Building Cross Department Synergy
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4. Excellence of Execution &
Empowerment
• Knowing what to empower
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5. 5
How to Empower
What is to be
empowered?
To an individual
or a team?
Task or
Responsibility?
5©The Belbin Team Role model is the copyright of Belbin UK
Slides provided by LearnMart Management Advisory Co., Ltd.

6. Empowering the Right People with the Right Kind of
Work
BLUE denotes
work that has to
be undertaken
in a prescribed
way
YELLOW is
used to define
individual
responsibility
for achieving an
objective
GREEN is used
to denote work
that involves
responding to
the needs of
others
ORANGE is the
colour used to
indicate team
responsibility
for achieving an
objective
Tasks Responsibilities
Individual
Interactive

7. Task or responsibility?
Re-occurring
tasks where
procedures
exist
Someone will
provide
guidance and
direction
No relevant
procedures or
instructions
exist
Task
Responsibility

8. Quiz
In most of your cross-
department/ cross-regional
collaboration, do you deal more
with Tasks or Responsibilities?

9. Excellence of Execution &
Empowerment
• Knowing what to empower
• Understand the people who needs to execute
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10. Suitability vs. Eligibility
• Eligibility
– Qualifications
– Relevant
experience
– Skills
– Track record
• Suitability
– Attitude
– Aptitude
– Versatility
– Role fit
– Culture fit
Source: Belbin
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11. Suitability vs. Eligibility
Surprise FitTotal Misfit
Ideal FitPoor FitIneligible
Unsuitable
Source: Belbin
Eligible
Suitable
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12. Suitability vs. Eligibility
Source: Belbin
Surprise fits perform
surprisingly well:
In the job by accident,
contended and staying put
No Problem:
Total misfits leave of
own accord
Disappointing:
Ideal candidates move to
greener pastures
The Real Problems:
The poor fits are
reluctant to move and
become difficult
Ineligible
Unsuitable
Eligible
Suitable

13. Case 1
• You are falling behind your production
schedules
• You have asked your line leaders to find
out what are the causes, and implement
rectifications
• What kind of work role are you
empowering to the line leader?
• Is she the right person to execute this
work?
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14. Case 2
• You are in the process to develop a new
product
• The feedback and results from previous new
product launches have not been good, and you
need a good result this time
• You are assembling a cross-functional team to
make sure you succeed this time
• What kind of work role are you empowering to
the your team?
• What kind of people do you need on this team?
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15. Excellence of Execution &
Empowerment
• Knowing what to empower
• Understand the people who needs to execute
• Implement a way of monitoring that will achieve your
goals
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16. 20
CLEAR Goals
• Challenging/ Challenges
• Limited by Time
• End Objective
• Agreed Upon/ Animated Steps
• Required
2020

17. Goal Setting Exercise
• Think of a Goal that you would like
to achieve with your team
– What is the End Objective?
– Why is it Required?
– How to make it Challenging
– When must you achieve it?
– How can you get buy in to Agree-
Upon
– What are the Animated Steps to
achieve it?
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18. Sample Animated Steps for Reaching a
Project Goal
1.Identify goals and purpose
2.Brainstorm ideas
3.Planning
4.Resourcing
5.Follow through
6.Quality control
7.Recalibration
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19. Group Work: Matching Your Team to
Your Team Goals
• Use a goal or an assignment that
you are working on as an example
• What will be the steps required to
achieve your goal?
• What kind of people will be
suitable for each step?
• How would you measure success
in each step?
• 20 mins
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20. Excellence of Execution &
Empowerment
• Knowing what to empower
• Understand the people who needs to execute
• Implement a way of monitoring that will achieve your
goals
• Building Cross Department Synergy
2424

21. Case 3:
• You have an urgent assignment that you
need to share resources with other
departments to complete. As the other
department also has a tight deadline,
they are unwilling to share resources
with you. What would you do?

22. Using the Seven Dimensional Thinking in
Building Cross Department Synergy
1.Establish a common objective or goal
2.Present the facts
3.Look for the positives
4.Address mutual concerns
5.Seek innovative, win-win solutions
6.Empathise each other’s feelings
7.Mapping the next steps

23. Establish a common objective or goal
• Defines common purpose and
objectives
• Seek for common ground
• Sets the agenda

24. Present the facts
• Information we know
• Information we would like to know
or missing

25. Look for the benefits
• Give recoginition when it's due
• Show gratitude
• Look to the future

26. Address mutual concerns
• Raise and address negative
consequences, potential risks and
downsides
• Seek to resolve problems, rather
than to just state the problems

27. Seek innovative, win-win solutions
• Seeks alternatives and possibilities
• Can be creative
• Be bold

28. Empathise each other’s feelings
• Permission to express feelings
• Represents feelings right now
• Keep it short
• A key ingredient to moving
forward

29. Mapping the next steps
• Summarizes and concludes
• Deciding the next steps
• Ensures that the commitments are
observed

30. 7 Essential Behaviors for Effective
Empowerment and Execution
1. Know your people and your business
2. Insist on realism
3. Set clear goals and priorities
4. Follow through
5. Reward the doers
6. Expand people‘s capabilities through
coaching
7. Know yourself
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31. 36
Q&A
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