Many business leaders spend their resources on learning about and disseminating the latest management techniques. It is clearly more popular for leaders to spend their energy on high-level strategy versus on implementation.We’ve all heard people say, “I’m the idea guy.”Well, the “idea guy” is important, but his ability to actually implement those ideas is often lacking, and this is when it becomes difficult to execute his plans.
Many business leaders spend their resources on learning about and disseminating the latest management techniques. It is clearly more popular for leaders to spend their energy on high-level strategy versus on implementation.We’ve all heard people say, “I’m the idea guy.”Well, the “idea guy” is important, but his ability to actually implement those ideas is often lacking, and this is when it becomes difficult to execute his plans.
Execution helps leaders to choose or create more robust strategies.How can we be sure that our strategy is worthwhile if we aren’t sure that the organization has (or can get) what is needed to execute it?
We’re not just talking tactics, either - it's a discipline and a system. Commitment to execution has to be built into a company's strategy, goals and culture. And the leader of the organization must be deeply engaged. He or she cannot delegate its substance.
The way Larry Bossidy, successful business leader and author, spends his time is a prime example of a leader who integrates actual execution into his work.He spends 20% of his time on the people process, for example. When he's rebuilding an organization, it's 40%. And that's not formal interviews or selecting staff, but really getting to know people – and what they do.
When he visits a plant, he sits down for the first half hour with the manager, and proceeds to attend staff meetings to hear what the “front line” employees have to say.He writes agreements confirming understandings from the meetings, and assesses performance on an ongoing basis.Does this sound like the “big idea” guy?Well, his various career successes prove that while he has big ideas, he backs them up with involved leadership.
If you practice involved leadership, does it mean that you are breaking the rules and have become a (gulp) micromanager?No, it doesn’t.Honing your execution skills means that you are able to link aspirations and results. And this is the fundamental job of a business leader. If you don't know how to execute, the whole of your effort as a leader will be less than the sum of its parts.
Rigorously discussing plan logistics and doggedly following through and ensuring accountability is at the base of good execution. It includes linking strategy to operations and the people who are going to implement that strategy, synchronizing those people and their various disciplines, and linking rewards to outcomes.
Master the three core execution processes
Typically, senior leadership allots very little time to review the plans – people, strategy and operations of the company.How does securing a particular contract or developing a new product actually play out throughout the company?How will it affect the whole system?Will operations be involved? Technology resources?Front line employees? Answering these questions will drive your execution plan.
Are you leading or presiding?
Leaders who excel at execution immerse themselves in the substance of execution and even some of the key details. They use their knowledge of the business to probe and question constantly. They bring weaknesses to light and rally their people to correct them. It’s simply a matter of taking action.
Let’s take Jack Welch, formerly GE's CEO, as an example.He typically spent a week of 10-hour days reviewing the operating plans of the company's various units. He was intimately involved in the back-and-forth dialogue. Even at the end of his career, he wasn't presiding. He was leading by being actively involved.
How can you become skilled at executing?
Stay in touch with day-to-day realities; don’t let information be filtered by others, who have their own perceptions and agendas.Know your people and business. Probing for accurate information will help you and others around you learn things about what is happening in the organization.
Be persistent about realism. It is at the heart of successful execution.Don’t allow yourself to avoid the truth, no matter how much others would like to mask the (sometimes) painful reality that lies ahead.
Clarify priorities.Armed with priorities that have been well thought out, all forward motion and plans have a solid base.Clear and uncomplicated priorities can be conveyed to staff.Set clear goals and priorities.
Ensure effective follow through. Make sure that action always follows words. If action steps are connected to the plans, any obstacles will reveal themselves right away, and can be addressed.
Link reward to performance.Recognize the achievers in a tangible way.This could take the shape of base pay, stock options, or even increased flexibility.Do you have some employees who are potential performers, but are struggling?Clear execution on your part may be just what they need to give them direction.A small investment in coaching and dialog with these potential performers will give them the tools they need for succeed.
Most of all, know thyself. Resilience and fortitude to successfully execute the organization’s plans comes from self-mastery. You will earn your leadership through conveying your inner strength, confidence, which will give you the ability to sift through high-level strategies to successful execution of those strategies.