Systems, Processes, and Strategy: Turning Vision Into Execution の全文書き起こし

WEBVTT 00:00:00.719 --> 00:00:03.120 Welcome to Leadership Traits Decoded. 00:00:03.120 --> 00:00:07.599 I'm Cynthia Kyriazis, Chief Experience Officer at the Culture Think Tank. 00:00:07.919 --> 00:00:11.439 And I'm Drea Martin, Chief Operating Officer of the Crucible. 00:00:11.439 --> 00:00:19.519 We are collaborative partners at Performance Leadership Learning Lab, where we transform leadership intelligence into return-driven action. 00:00:20.079 --> 00:00:26.960 Today we're unpacking the leadership traits essential for building, investing in, and scaling successful companies. 00:00:26.960 --> 00:00:31.920 Our insights come directly from data-driven metrics within our platforms solution. 00:00:31.920 --> 00:00:33.520 So let's dive in. 00:00:33.520 --> 00:00:34.399 Great. 00:00:34.399 --> 00:00:36.399 All right, another trait. 00:00:36.399 --> 00:00:38.159 Another trait, Andrea. 00:00:38.159 --> 00:00:39.520 We're going to do another trait. 00:00:39.520 --> 00:00:45.200 And this one is under our category of execution engine and urgency. 00:00:45.200 --> 00:00:46.560 That's the category. 00:00:46.560 --> 00:00:57.359 And the subject we're going to talk about today is systems and process focused, an individual who has strong and not so strong traits in system and process focused. 00:00:57.359 --> 00:00:59.759 Tell me what you can tell me about that. 00:01:00.320 --> 00:01:01.200 Yeah, great. 00:01:01.200 --> 00:01:13.200 So this execution focused trait is so systems and process focused is an emphasis on following set systems and processes to instill discipline and repeatability. 00:01:13.200 --> 00:01:21.599 So it's really focused on how oriented is someone towards following and instilling systems and processes into the environment. 00:01:22.239 --> 00:01:22.560 Okay. 00:01:22.560 --> 00:01:29.280 And if it's a trait, the strength in the trait provides what to the organization. 00:01:30.000 --> 00:01:30.319 Yeah. 00:01:30.319 --> 00:01:44.400 So this is an interesting one where so sometimes, for example, we see a leader, potentially a very strong leader, and they have maybe a lower detail orientation because their role does not require them to be in the weeds paying attention to details. 00:01:44.400 --> 00:01:52.079 But something that they do to offset that trait, that lower detail orientation, is by having very high systems and process focus. 00:01:52.079 --> 00:02:02.400 And what that means is that they make sure they have systems and processes in place that are getting things done the way that they need to get done to make sure that the organization people are on the same page. 00:02:02.400 --> 00:02:10.639 There's like SOP, so like standard operating practices, people know what the next steps are, know how to do certain things, there's resources available. 00:02:10.639 --> 00:02:13.919 And then there's processes that allow things to be repeatable. 00:02:13.919 --> 00:02:37.280 And when that exists, all of a sudden the pressure on some of these other traits, for example, deach orientation, just one of many here, loosens a little bit because if you have strong enough systems and processes, some of the other areas that you might have to dig into are less important now because of the ability to rely on your systems and processes to keep things going at kind of a set norm and status quo. 00:02:37.599 --> 00:02:38.400 Okay then. 00:02:38.400 --> 00:02:47.520 What happens if you need to supervise someone who is systems and focused, systems and process focused, but their role requires strategy? 00:02:48.159 --> 00:02:49.680 Yeah, that's a great question. 00:02:49.680 --> 00:02:52.319 I actually don't believe, so this is an interesting one. 00:02:52.319 --> 00:02:55.199 And that's why we measure strategic perspectives separately. 00:02:55.199 --> 00:02:58.400 These don't have to mean you can't do both. 00:02:58.400 --> 00:03:09.120 There is, of course, a if you're super high in everything, like say you have through the roof systems of process focus and through the roof strategic perspective, can you distinguish the difference? 00:03:09.120 --> 00:03:20.400 And do you understand when it's time to be strategic and bring in new processes and when it's time to let your systems and processes run and not do anything to change them and kind of let things have hearing that they have? 00:03:20.400 --> 00:03:26.800 That's a separate the ability to utilize your skills if you're strong in multiple areas is a different story. 00:03:26.800 --> 00:03:35.680 But I wouldn't say if you're high in systems of process focused, you're allowed to emphasize and follow set systems, doesn't mean that you're not also able to be strategic. 00:03:35.680 --> 00:03:38.000 Sometimes actually having both is necessary. 00:03:38.000 --> 00:03:46.159 Like even on our last episode, you were talking about how being more logical, being able to make deductions is a way of being more strategic. 00:03:46.159 --> 00:03:52.319 That also has to do with how do you make this tangible, which is where systems and processes come into place. 00:03:52.319 --> 00:03:55.919 You can have a strategy and you can say, all right, here's how we're going to get it done. 00:03:55.919 --> 00:04:02.960 But then being able to put systems and processes in makes something repeatable, more durable, makes it more lasting. 00:04:03.280 --> 00:04:12.080 That is so interesting that you say that because I think in the past I've shared with you that for many years I felt and repeated out loud to people, I'm not very strategic. 00:04:12.080 --> 00:04:16.079 Because to me, strategic meant this great big huge picture. 00:04:16.079 --> 00:04:19.600 I don't know where I came up with that, but that's how it what it meant to me. 00:04:19.600 --> 00:04:27.439 And I always knew that I had more of a process feed to me until one day somebody in sales said, I said, Oh, I'm not very strategic. 00:04:27.439 --> 00:04:29.519 And a lot of sales is strategic. 00:04:29.519 -->