ALAN MULALLY BUSINESS PLAN REVIEW MEETING

Each leader was responsible for articulating his group’s plan, status, forecast, and areas that needed special attention. It was not surprising that in those first BPR meetings, everyone on the leadership team reported everything as green. Mulally remained firm in his resolve to introduce the BPR, asking Fields to trust the process. His solution was to use the peer accountability system that worked so well for him when he was at Boeing. Are we using digital technologies to support our integrated care initiatives?

Buy in or leave the team. Mulally impressed upon the team that there was no value in status meetings where everyone reports that all is well—even when things are not—because people are more concerned with maintaining an image than dealing with reality. Review the numbers, smoke out the issues, solve the problems. I rather read the classifieds. Hoffman relates the story of how Fields unwittingly provided the breakthrough that broke the resistance of the leadership team to the BPR process. His solution was to use the peer accountability system that worked so well for him when he was at Boeing.

Mulally was adamant about the BPR process because he understood that the key dynamic for building a highly effective team is not a one-time offsite team-building event, but rather revkew frequent cadence where everyone on the team gathers in the same place at the same time for crucial business conversations.

alan mulally business plan review meeting

Buy in or leave the team. No joking at the expense of others. Now we have to prove it! The Problem is the System, Not the People Upon assuming the leadership of Ford, Mulally mulalyl a sense of focus that had been missing from the dysfunctional management team he inherited.

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Hoffman relates the story of how Fields unwittingly provided the breakthrough that broke the resistance of the leadership team to the BPR process. Mulally impressed upon the team that there was no value in status meetings where everyone reports that all is well—even when things are not—because people are more concerned with maintaining an image than dealing with reality.

Alan Mulally’s Management Secret: Peer Accountability | Optimity Advisors

Each leader was responsible for articulating his group’s plan, status, forecast, and areas that needed special attention. The primary purpose of peer accountability is not to create more pressure for individual performance but rather to identify opportunities for the team to leverage its collective strength.

That was Step 1.

Alan Mulally’s Management Secret: He stunned his colleagues when he made this bold—what some in the room thought was a career ending—move. Mullaly made expectations clear, and meeeting a system so every leader was aware of the company’s overall progress towards a common goal.

Together, we create better experiences—experiences that drive profitable and sustainable growth in a hyper-connected world. The key to your future: Each leader was expected to help, not judge, the other leaders. They resisted change, their egos getting in the way of completely committing to a total company vision and a large-scale behavioral change.

Under his watch, no one would ever get in trouble for reporting bad news. Mullaly made it clear there was zero tolerance for personality clashes, for putting self above team, for any deviation from the rules. Mulally did all of that and more.

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Want to save your company? Follow Ford’s two-step blueprint | The Business Learning Institute

Their notion of an effective leadership team was each individual leader doing his or her own thing and doing it well. Mullaly demanded that each leader introduce their status report the same way.

alan mulally business plan review meeting

Several of Mullaly’s executives bristled at the changes he instituted. Everyone knew the status of the plan. They became a team pan was completely aligned, working towards the same goals. Mullaly let them know their resistance did not make them bad people, but they did have a choice: Review the numbers, smoke out the issues, solve the problems.

Alan Mulally’s Management Secret: Peer Accountability

Bad news was viewed simply as an opportunity to solve problems. In these sessions, each member of the leadership team was expected to present a concise color-coded update of his or her progress toward meeting key company goals. Everyone knew the areas that needed plzn attention. Your email address will not be published.

alan mulally business plan review meeting

Mullaly recognized that respect for one another is at the heart of a well-functioning team. Mullaly established several baseline rules for the weekly BPR. Mulally remained firm in his resolve to introduce the BPR, asking Fields to trust the process.