If I could only select one characteristic that separates Top Performers from the rest of the group, it would be the ability to close the loop. What I mean by this is the ability to receive ideas from other people, decide which ideas to use and which ones not to use, communicate what they have decided on and then move into action. While this seems so simple, there are an extraordinarily high percentage of high-level executives who are very, very poor at executing these steps. The result is decreased trust and morale of their staff members and customers and a loss of momentum as an organization. Here are the eight steps necessary to fully close the loop from idea generation to idea implementation to idea improvement:

1. Generate Ideas
2. Analyze Ideas
3. Select Ideas
4. Communicate Your Selection
5. Plan The Implementation Process
6. Implement Ideas
7. Review Ideas
8. Improve Ideas

GENERATE IDEAS

The first step is to effectively gather ideas from other people. Take the issue you want improved and turn it into a question. For example, say there is a group made up of individuals from marketing, operations, human resources and top management (CEO, President and COO.) Have each group ask the other three groups this question, "If we could change or improve the way we function in three ways that would bring more value to you, what would they be and why did you select them?" Then everyone in the room writes down their answers for each of the other three groups. Then one group at a time receives feedback from everyone else. Put this information on a flipchart for each group receiving the input. Then ask if there is anyway to combine two or more ideas together to generate an even better idea. At this stage, the loop has been opened.

ANALYZE IDEAS

Once all of the ideas have been received then the recipient of the input needs to analyze each idea. There are a variety of ways to do that. For example, you could use a double axis chart and graph the short-term cost from high to low on the horizontal axis and the short-term benefits from low to high on the vertical axis. Then if the idea ends up in the upper right hand corner you know the idea has potential (high benefits, low cost.) You could also do a graph for long-term costs versus long-term benefits. Another graph could chart effectiveness (the impact on improving your highest priorities) from low to high on the horizontal axis and efficiency (the speed with which it can be done) from low to high on the vertical axis. In the end, you want to have some sense of why an idea should be implemented or not implemented.

SELECT IDEAS

Once you have analyzed the information, then select the best idea or two for making a positive difference on this issue. If you move too fast to selecting an idea, you may waste a lot of time, energy and money. If you move too slow, you may miss out on a great opportunity. This is an art form, but at some point you must make a decision. Decide which ideas you will take action on and why you are doing it and which ideas you will not take action on and why you are not doing it.

COMMUNICATE YOUR SELECTION

This is where the loop starts to unravel for many executives. They may have made a decision, but they have not communicated what that decision was and why they made it. It is very, very important to let people know what you are and what you are not going to do and why you have decided this. People do not mind being disagreed with, but they very much mind being ignored. As a sign of respect and to build trust, I encourage you strongly to communicate what you have decided to do. Get people out of the dark on issues and into the light.

PLAN THE IMPLEMENTATION PROCESS

Either take responsibility for developing the action plan or assign this responsibility to someone else. Be clear as to roles and responsibilities and deadlines and strategies and tactics. Have a clear plan before moving into action.

IMPLEMENT IDEAS

Believe it or not, many executives get all the way up to this step and then fail to execute. They simply get caught up in doing other tactics and nothing gets done on this plan. Several months go by and then they say, "Whatever happened to that idea we discussed at the last meeting?" This would be analogous to planning for a family, painting the baby room, getting pregnant, having the child and then leaving the child in a drawer and forgetting about him or her. You were pregnant with a good idea and gave birth to a good plan, but if you don't stick around to provide guidance and support for that idea as it is implemented it will wither away. At this point, you have closed the first loop with regard to the input you received at the beginning of this process.

REVIEW IDEAS

Once the idea has been implemented, give it a reasonable amount of time and then review the value of the idea. One way to do this is by answering the questions in The Bar Raising Process.

IMPROVE IDEAS

Go back through each piece of the original idea that was selected and look for ways to improve on it. If need be, analyze these suggested improvements using the same filters you used with the original ideas. Select the improvements you have decided on, communicate your selections and move into action.

Remember: asking people for input and then not analyzing their ideas, selecting the best one, communicating your selection and moving on them creates an environment that lacks in motivation and trust. By closing the loop, you are driving the organization to a higher level of effectiveness.

About Dan Coughlin

Visit Dan Coughlin's Free Resource Center on Business Acceleration

Dan Coughlin teaches practical ideas on how to improve business performance. He is a business keynote speaker, management consultant, executive coach, and author of four books on leadership, sales, branding, and innovation. His books including Accelerate, Corporate Catalysts, The Management 500, and Find a Way to Win. His clients include GE Capital, McDonald's, Coca-Cola, Marriott, Boeing, Abbott, Toyota, Subway, Kiewit, Prudential, Denny's, and the St. Louis Cardinals.

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