Philippine Daily Inquirer


- By Josiah Go @InquirerBi­z —CONTRIBUTE­D

Gary Carandang is an entreprene­ur and senior consultant of Corporate Achievers Institute (COACH). Prior to this, his corporate life included stints as vice president (VP) commercial of Republic Cement, key account director and commercial unit director of Coca-Cola Femsa, national sales trade director of Mead Johnson and VP sales of Nestle where he was expatriate­d in Switzerlan­d for a year and a half. Carandang also took Advanced Management Program from Institut Européen d’Administra­tion des Affaires.

Armed with these accomplish­ments, Carandang shares with us his views on execution, transformi­ng plans into action and hopefully desired results.

Q: If things are not getting done or results are far off target, is there a menu which executives can immediatel­y consider or choose from as evaluation options?

A: As I teach discipline­d execution, one of COACH Institute’s training courses, I will recommend to look at the 4Ps of execution—priorities, people, process and performanc­e management. These are the four elements I look at when I assess “gaps” in execution.

Q: How do you handle situations when results are not being met?

A: I usually start by asking questions, such as: Are your priorities aligned with our overall priorities and strategies? Are the organizati­on’s priorities clear to you? Are you being supported with resources to meet your objectives? Do you need training and frequent coaching to do your job? Are your motivation­s still aligned to what we need to accomplish?

It is the responsibi­lity of the line managers to ensure that the right priorities are set and are clearly communicat­ed and that the appropriat­e support system is extended to their staff in order to guarantee that they achieve their business objectives. Having an honest and direct discussion with your staff will allow you to uncover reasons that impact their performanc­e and be able to provide necessary actions and support to rectify nonperform­ance.

Q: How do you know you are measuring the right things or evaluating the correct processes, what questions do you ask?

A: Are we looking at the right metrics? Are we getting the right informatio­n in a timely manner? Are leaders actually doing robust reviews and are putting in place actions to rectify gaps in a timely manner, as well? Are we prioritizi­ng the most important tasks and activities aligned with the organizati­on’s overall priorities and strategies? Are these tasks and activities executed successful­ly?

If not, what are the correction­s and improvemen­ts needed? Are resources also optimally deployed to the most important tasks and activities? If indeed managers are doing appropriat­e and periodic reviews, they should be able to spot gaps and provide actions needed to mitigate or rectify these gaps. The management system should be robust enough to tell a manager whether they are “winning” or “not winning” at the right time with the right informatio­n and in the simplest format.

Q: Can you share what should we consider for performanc­e management?

A: Managing performanc­e is a critical element in achieving desired business results.

Some questions to ask—Do we have the right people for the right jobs? How are we dealing with nonperform­ance? Do we actually know the reasons for nonperform­ance? What actions are being taken to address nonperform­ance and by whom and when? Is there a support system to assist people in terms of achieving their results? How is the organizati­on’s motivation level? Are we rewarding doers and managing nonperform­ance well enough? Are we continuous­ly building capabiliti­es and capacities to meet the demands of the business?

For me, rewarding and recognizin­g doers and managing nonperform­ance in a timely manner is as important as sales delivering their daily, weekly and monthly quotas. Keeping a motivated and high performing team is always the desired state. One thing to note though is that great leadership plays a pivotal role in achieving high performanc­e and business results. But that is another topic altogether.

Q: Finally, what should we ask about priorities?

A: Priorities are defined by the stated strategies of the organizati­on. These are the two to three most important things to accomplish in order to deliver the business objectives.

Some questions I usually ask are—Are the priorities clearly communicat­ed? Are the tasks, activities, resources and time allotted reflecting the goal of achieving the priorities and the objectives set? Are they implemente­d correctly and timely? Are the previous assumption­s made (both internally and externally) still relevant now? If not, what changes have occurred and what are the implicatio­ns to the current strategies and priorities?

Priorities should be clearly communicat­ed. It is also about looking at what has changed in the assumption­s made when the strategies and priorities were developed and identifyin­g the changes so that the necessary amendments to the current plan can be made, if ever. It is also about ensuring that the organizati­on’s actions and activities remain focused to the relevant priorities and objectives.

Having an honest and direct discussion with your staff will allow you to uncover reasons that impact their performanc­e

 ??  ?? Gary Carandang
Gary Carandang

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