If I was your CEO, I would:

1. Create an organization chart, clearly spelling out the key roles and activities required for success in 2013 in this industry sector.
2. Create a clear written Vision statement, describing what I want to see in 3 years...complemented by 3 personal stories to help people understand: Why (I want it this way), How (I want people to behave...facets of Character and Values), and What (things are Vital Tasks and Actions). 
3. Set Goals, with first focus on: People`s Talents, Clients' Value Propositions, Gross Margin, & Cashflow 
4. Put in place the tools that ensure the ability to Measure performance...a Performance Tracking System 
5. Interview/review all staff, starting with the people in key roles, to determine if they are: clearly keepers, quality performers, or risky investments...taking talent to task
6. Create and implement a People development Strategy: for each keeper and quality individual...with attention to role, role description, reporting, role-in-teams, self-monitoring and self-reporting...and with commitment to self-development, commitment to people & their Talents, commitment to systems (including Measures of Actions and results), commitment to self-development, and commitment to communication improvement.
7. Create and implement an Operations Improvement Strategy: defining desired Client relationships and processes; defining philosophies about Money; clarifying what Service means (and how to deliver it); clarifying what Quality means (and how to deliver it) and clarifying what Profit means (and how to earn and collect it).

Leaders have the ability to provide Opportunities and Specialized Knowledge to help their people Practise Skills and build Strengths. This is the way leaders can help people take Talent to Task. And Tasks can and should be broken down into discrete Actions…the Vital Behaviours that lead to successful completion of Goals.

When people know they are using their Talents to perform essential Actions – when people know they are truly taking Talent to Task – they are naturally self-motivated.

And Goals are achieved.

Leaders succeed when they know how to set clear Goals, describing the Vital Results they desire. In some cases Vital Results could be as narrowly focused on a single thing that drives the business’s economic engine. For most businesses 5 Vital Results is enough.  In no cases are more than 7 Vital Results required. Focus is essential for 2 reasons: (1) to reflect the way the 80/20 Rule applies and (2) to keep it simple.

Leaders succeed when they establish ways to Measure performance of the right things at the right times…like the Vital Signs used in the medical profession to ensure the most-important things are covered.

In business, Vital Signs cover timely measurement of Vital Behaviours, the most-important Actions that bring about achievement of Goals. Like Goals, the number of Vital Behaviours must be minimized. Very few Actions are Vital to the achievement of a Goal. Leaders must hone their focus on the few Actions that determine whether or not a Goal will be achieved. Ideally, the focus can be reduced to one Vital Action for each Goal.

With desired Results and desired Actions clarified, the leader must influence behaviour. The key is leadership influence that sets the framework so people are intrinsically rewarded when they do the desired Actions…so they enjoy doing the Actions. Then people will be self-motivated and both Vital Actions and Vital Results will be maximized.