Key takeaways:
- Executives use the PRFAQ Framework to ensure they are part of the process of developing their teams’ initiatives and to guarantee strategic alignment and cohesion among their teams.
- Executives dial their level of involvement for each initiative during the reviews and decision sessions.
- The PRFAQ is the best tool to for executives to have teams that are empowered to make tactical decision and execute their plan, moving faster in the desired direction.
Executives lead teams of tens, hundreds, or thousands of people in their division. Using PRFAQs for key initiatives is an ideal mechanism to involve them in collaborating to build a vision, mission, and strategy within the intention boundaries of the executive.
C-level and VP-level executives can’t be in all meetings, consulted on all decisions, informed of all activities, and steering each task. They can't be everywhere to ensure alignment among their teams and within the company’s overarching strategy. They misspeak or forget to communicate important strategic decisions from upper management. Executives learn late projects are going in the wrong direction or being executed with the wrong priorities. It’s not unusual for executives who have empowered teams to be left out on key decision. This causes frustration and leads to more processes and controls in their organization. It’s a problem that compounds itself.
The PRFAQ Framework solves dysfunctions experienced by executives. It provides a system where the team will consult them organically in project discovery and definition. They choose when to inject themselves as the decision maker, or delegate to team leaders to decide. Yet, they still can be part of developing the project without having too low-level into the details.
It’s common for executives to be domain experts and the most experienced person in the organization. Not consulting them is a missed opportunity. Within a division or organization, executives have a handful to dozens of concurrent PRFAQs in different stages throughout the year. They use these as a prioritization and focus mechanism, and as part of their planning process, prior to goal setting (e.g., OKRs).
The depth of thought that goes into each PRFAQ ensures the team thoroughly explored the problems, solutions, risks, and opportunities. Teams will have a framework to articulate their innovation and a shared language.
C-level and VP-level executives that embrace the PRFAQ Framework will reap the benefit of teams working together towards a common vision, mission, and strategy. There will be fewer strategic, planning, and (re-)alignment meetings. Team members will have more clarity on how to make their own tactical decisions and move faster. Teams will be engaged, inspired, and committed.
===
Who’s this for?
C-level and VP-level executives such as CEO, President, CTO, COO, CPO, Chief Revenue Officers (CRO), CMO, Chief Design Officer, Chief Human Resources Officer (CHRO), General Counsel, Chief Information Security Officer, General Manager, and division/functional vice president. In large organizations, directors also play the role of executives, leading teams of tens or hundreds of people.
What makes a PRFAQ great for executives?
PRFAQ is a flexible framework for executives to standardize across their teams because it’s agnostic to the type of project. It also makes it easier to allocate resources, plan goals (OKRs), and prioritize the teams’ initiatives.
Who are the collaborators for the PRFAQ?
Each director or leader reporting to an executive will own their set of PRFAQs (see PRFAQ for Product Managers, Tech Leaders, Program Managers, etc.). The executive themselves might have an overarching PRFAQ for their division/organization. The direct reports of the executives and other team members who have expertise and domain knowledge will collaborate to bring the PRFAQ together. Peers and the CEO might also be included to ensure cross-organization input and alignment.
Who do they share the PRFAQ?
The PRFAQs should be shared with everyone working on the project, so they internalize the purpose and desired outcomes of their work. Sister teams and organizations should also read the PRFAQ, redacted of sensitive information (financial, intellectual property, privacy data).
When is it not appropriate to use a PRFAQ?
PRFAQs are not a substitute for customer discovery, research, or ideation sessions. However, they are a forcing function for those activities. They are also not a substitute for roadmap or quarterly planning, since these require tactical decisions and know-how.
