I thought to share chapter 10 from my #1 Amazon Best Seller book – Vendor Management. Being the 1st January 2016, we all start the year with new goals and resolutions. You know the ones where we declare we going to be different and makes changes from now on. So if you’ve done well or not so well in 2015, your past doesn’t define your future. Unlock the power of goal-setting and accomplish what matters in 2016. Where do we start? Lets take a look at what defines great leadership.
What Is Great Leadership?
“Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself — your own purpose, ethics, principles, motivation, conduct.
Invest at least 20% leading those with authority over you and 15% leading your peers.”
Founder and CEO Emeritus, Visa
So number 1 take away, ensure in 2016 you invest 50% of your own time in becoming an influencer of your environment to encourage high performing teams to lock on the purpose and mission. So trust yourself and continue to invest in your own personal development, engage a coach or mentor to drive change within yourself. The real world example of sharing your own development gains will certainly inspire your team members and leadership members to follow with purpose.
Chapter 10. The Psychology of High Performing teams
It is imperative to inspire high performing teams. When I am engaged as a collaboration strategist, my definition of teams extends and includes all the people I have identified in the relationship engagement map. This activity typically is done for strategic vendors; vendors that have been segmented as high-risk rating or top 10 spend. This map is continuously updated, it is not static, and the map records all relationship engagement touch points across both organisation and strategic vendor. Current contract management practices only ever focus on key people; these may be detailed in the contract schedules as key persons on an account. The relationship engagement map goes beyond this and seeks to capture all daily engagement. I have had experiences where the touch point count has been alarmingly high with the vendor declaring in executive governance meetings that the cost to serve being reported as commercially unviable. At this stage, the vendor manager would immediately commence a contract review audit as per standard vendor management governance practice to determine the delivery gaps versus contracted obligations.
In my business, the application of the Critical Alignment Model is used for our clients where there is leadership sponsorship to empower culture and their high performance teams. An example would be where an organisation may be about to embark on a significant transformation program. A high performing team has one ingredient, no matter what. And this is momentum. A feeling of energy, focus, and determination, all channelled towards a specific and agreed outcome. There’s a feeling of anticipation, optimism, and possibility. People support and champion each other. There is high trust, because results are on the board. There’s an expectation that things will not only maintain, but improve. Injection of new possibilities, innovations and ideas occur consistently, and are welcomed. People want to improve, and to find ways to help the business succeed. There is little talk of ‘what’s in it for me?’ and a lot of focus on what works. People deliver results.
There is focus on the process, to get things done. But the process is respected only if it produces the results. Process for the sake of process is not encouraged, expected or rewarded. Busy-ness is not the point. Outcomes are what its all about.
The key message from my book is a simple one. Great Culture Empowers Great Vendor Management.
Feel free to contact me to network, discuss your challenges or just to share ideas on how we can help and grow our respective industries we service. Call me on 613 9653 9600
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