A plan to motivate – Directing components within an enterprise.

Some perceived problems up front.

One leading agency wants to lead or direct changes across the other agencies, but has limited number of ways to motivate those agencies to change. The largest motivator may be financial incentives / or withholding, that can be offered to those commands that can prove alignment and conformance.

Most agencies are motivated by internal problems and solutions, and don’t understand the need for the certain changes that will align the entire enterprise for success. Lack of understanding and financial constraints drive decisions to local needs. There is no education or representation of the greater enterprise needs at the local command level.

Individuals within a command that have ideas that are not conformal with the commands point of view may be reluctant to press to hard for these enterprise level alignment changes for fear of reprisal in any form.

Idea on what to do.

Have at least one individual at each agency that is an embedded member from the directing agency. These members belong to the directing agency, but sit in a local command or agency.
Since they don’t belong to the local command, they can deliver the news from the directing agency without fear of retribution or getting fired.
Their performance appraisals are based on achieved changes that are documented and returned to the directing command each month.
This person is motivated to engage the local command to make the changes and advise the local command of efforts they can make in order to receive funds.
The local command is motivated to listen to the directing agencies representative because that representative recommends the funds to be sent to the agency based on the local commands efforts to align and with the directing agency.

I see this as win, win, win – because the directing agency gets influence at local commands, the local commands have someone to listen to and get direction from, while the local command representation has top cover and can deliver the news without fear of retribution.

The local reps need to be fairly senior and have personable and good communication skills.

Have any comments or thoughts on how this could be better? Do you think it could work?

As always, thanks for reading.
Your comments and constructive criticism are welcome.

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3 Responses to “A plan to motivate – Directing components within an enterprise.”

  1. Seems like a simple plan to me, still on a regular basis I hear about head agency A guy not knowing or talking to head agency B guy. Why?

    • Lance Strzok Says:

      Matt,

      Good point, and in this set up, that would mean that the embedded (directing agency) person would get a poor mark on his/her performance evaluation because they are not engaged with the local agency, and can not prove the changes that are desired are being addressed or achieved. This would be evident at the monthly meetings where they should be discussing challenges and progress toward stated goals. Also, the agency that wants funds from the directing agency would not be seeing any funding because they are not engaged with the person that is their local point of contact. Both should have a strong desire to meet and talk about how to improve their relationship and achieve directed results.

      Thanks for the comment, did I address your question correctly?

  2. […] can do better. No matter who you put in the DNI office, they have to be willing to address the changes that have to take place within agencies and analysts. The DNI has to be empowered to directly […]

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