‘Just because you make a good plan, doesn’t mean that’s what’s gonna happen.’ – Taylor Swift, singer and songwriter.
In a business, when a strategy’s implementation plan starts to go awry, the first inkling of a problem is often seen at the coalface, well away from the leader. Therefore, when putting an implementation plan together, be sure to build in flexibility and give people on the frontline the autonomy to make decisions so the implementation plan doesn’t become a straitjacket.
Make sure that everyone understands the ultimate goal, the decision-making guidelines, and the level of autonomy they have to get on and make things happen.
In his book ‘Drive’, Dan Pink asserts that science knows the answers to the secret for high performance and satisfaction for most people, which is often not followed in business. The three elements of motivation are: autonomy, mastery and purpose. The first thing people crave is autonomy (not the same as flexibility), and there are four main ways it can be granted:
What people do – their task
When to do something – the timing
How to do it – the process
Who they do it with – the people
Rosemi Fitchett @Herman International Asia recognised that Dan Pink’s assertations fit neatly into the Herrmann Brain Dominance Instrument® (HBDI®) model, which identifies your preferred approach to emotional, analytical, structural, and strategic thinking. It also provides individuals with a significantly increased level of personal understanding.
Knowledge is power and the more we can empower people, the more autonomy they have, the more likely our plans will come to fruition!