frictionless experiences for customers . However , since the team is also measured on revenue , some of the team members may take calls that are counter-productive in the name of chasing revenue . Ultimately if the customer is not happy no revenue will be made . Ensuring that all teams focus on the key objectives with actions that build up to success of the overall mission and regularly reviewing progress ensures that all eyes are on the ball .
McKinney Rogers , have been observing leadership teams for over two decades . They have seen that high performing teams demonstrate a strong correlation between execution and time spent in aligning the organisation behind the strategic intent , tracking performance and course correcting and understanding team dynamics and cultural enablers that impact success .
Therefore , strategic alignment , McKinney Rogers states on its article in LinkedIn on the ‘ Four C ’ s of Strategic Alignment ’ is the key in closing the gap between strategy and results . The four C ’ s are Clarity , Commitment , Cascade and Cadence .
Clarity
What is clear is understood ; and what is understood , gets done .
McKinney Rogers have a methodology on mission alignment , that enables each leader to simplify the mission of the organisation into a brief statement that can be recited by everyone in the organisation . The statement has two parts , ‘ the what ’ and ‘ the why ’. For example , a school could have a vision to ‘ Empower girls in marginalized communities - this is their raison d ’ etre . Now the actions to get here could be numerous e . g . Scale learning leveraging technology .
Therefore , the mission aligned statement would read : Scale learning leveraging technology in order to empower girls in marginalized communities .
Each person in the organisation would then have their role in delivering scaled learning , with a common why , empower girls in marginalised communities . This ensures that each section or department is working towards the very clear ‘ why ’ of the organization .
With a clear mission statement , next is to define the conditions of satisfaction ie the measures of success . Using the case above we could have the following - train 500 girls in the year ; sign up with 3 strategic partners ; 25 % employment rate for trained girls , etc . Assessment of progress becomes very clear .
Finally , together with the team , identify the key specified tasks to deliver on the objective . This is the ‘ how ’. Allow for freedom here as long as the actions will clearly ensure delivery of our mission .
Commitment To Each Others Success
When leadership teams come together to decide on direction , resource allocation , and outcomes , the ability to manage conflict constructively is critical . When allocating resources , the leadership must leave their titles at the door and wear the hat of the CEO . They must constructively allocate resources to the areas with the highest need and outcome .
Cascade
An effective mission cascade must transmit the narrative from the CEO to the front line ( and be reinforced at every opportunity after that ). In parallel , an effective cascade must combine speed and a consistent methodology to mobilise key layers of the organisation . The CEO must , as soon as the vision is approved by the board , communicate it to all staff and allow for feedback and input from staff . Then each direct report must in turn cascade how their own individual mission builds into the CEO one , and so on . Ultimately everyone in the organisation should be cascaded to and given an opportunity to input . This is time well spent . As they say if you have 7 days to cut a tree , spend 6 days sharpening the axe , with only one day to execute .
Cadence
Setting a cadence for monitoring strategy execution is where the rubber hits the road . An effective cadence is not a periodic check-in but the mechanic for understanding if the plan is ' on mission '. It promotes a mission delivery mindset and the agility to respond to what is happening in the internal and external environment . More importantly , mission reviews become forward looking to anticipate what to expect in the next period . While the mission does not change , based on changing macro environment , the actions would need to change to ensure that the desired outcome is achieved .
For example , in the case of the school , perhaps one of the specified tasks was to engage donors in donating tablets to facilitate learning . If this does not come through it will delay the delivery of the mission . In the monitoring session , the risk should be highlighted and new actions presented to ensure the overall vision is agreed e . g . onboard buy-nowpay-later partners , seek other partners e . g . device manufacturers to support the initiative , seek volunteers who are aligned on the vision and would be keen to assist , etc . The focus should be to empower girls . The ‘ how ’ might differ .
In conclusion , in mission delivery , a can-do attitude is critical . Using this methodology , I have witnessed teams overcome the huge challenges of Covid-19 . In 2020 , we partnered with various organizations to deliver free education content via mobile phone to over 15m students . Over 2m students benefited from this content . Most of whom were candidates preparing for their exams .
I have witnessed teams being innovative in supporting customers meet their needs to connect with loved ones and their business partners even when they do not have funds at that time . Expanding reverse calling , bonga access , okoa chap chap . All these have given customers dignity in very challenging times .
I have witnessed a greater sense of collaboration . In the last few years , a cross functional team has worked to enable our customers access broadband at home and at work and others move to 4G smart devices .
Mission leadership ensures leaders accept the external macro conditions for what they are but strongly endeavor to deliver mission by being creative in finding solutions . Anything else is seen as an excuse . Tough times do not last forever , tough teams do . And tough teams deliver extraordinary results .
I give tribute to Robin Simpson , Will Casselton , Allan Rienecker , and Koy Birnie from McKinney Rogers for the learning experience on mission leadership .
Fawzia Ali-Kimanthi is the Chief Consumer Business Officer , Safaricom PLC . You can commune with her on this or related matters on email at : fawziakimanthi @ gmail . com