CRYSTAL WIERL

• Operations

  • The impact of continued change on operations was significant. There were senior management changes, strategic plan changes (meaning a shift in priorities), and new staff coming on board. The increase in staff volume was helpful to meeting our client demands however it pulled training resources on an ongoing basis for over 3 years. My strategies were still in-line with the organization however change in the organization and change in the department meant a high learning curve for everyone. This had to be factored in to each goal.

 

When goals, especially long term goals, are set, be prepared to adapt along the way - additional tasks, timeline adjustment (with a reason) and make room for important new priorities. An organic process if often needed as you learn along the way. Be willing to adapt to change. To accomplish the goals, you are expecting it of others, so you must embrace it as well in order to lead it. Perhaps new knowledge has been obtained, new information has come to light or someone has joined your team with a particularly impactful expertise. If you can adjust and incorporate these items, within the timeframe, you may end up with a better product. Continually evaluate how you will execute the strategy through changing operational needs.

 

While analyzing the factors that would impact my ability to execute on the strategy (to ensure continued strategic alignment and address any pitfalls), the priority of people was becoming increasingly significant. It was important to complete the Performance Management process so a consistent way of evaluating performance and managing those who needed to improve or did not fit within their roles could be supported through transition. The leadership summary was a useful tool. Names are removed for the purpose of this illustration but the picture is fairly clear. There was a divide between those performing and behaving average or well and those who were not. This would impact the ability to achieve the objectives.