Execution

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Understanding Execution


Greatest of the ideas can evaporate in front

of execution challenges


What is Execution?


A system of ensuring that results as promised are achieved every-time within the framework accepted is now referred to as “Discipline of Execution”

Effective leaders use participative approach of sharing, questioning, analysis and follow-through. They demonstrate high degree of emotionless persistence and consistency.


The Great Execution Disconnect


Am I going to do it?

Don’t expect me to micromanage?

I delegate and empower people.

Don’t expect me to spoon-feed, I have my systems in place.

Assigning the task and no follow-up is biggest factor in execution disconnect

Chief executive officer – planning

75% 25%

Not following up is a capital crime


It Is All About Getting Things Done


It is important to add - culture of execution

Those who do wonders in quality, sales, R&D and other disciplines may prove to be poor at execution

You always need the right person at the right job

Leaders often get crippled by emotional baggage, refraining them from stopping just short of appropriate steps


The Seven Base Points

Know your people and your business

Insist on realism

Set clear goals and priorities

Follow through

Reward the doers

Expand people’s capabilities

Know yourself


Know Your People and Businesses

People have limitations

People have aspirations

Good people almost always know more than the leader in their discipline, they must be asked tough questions and must feel comfortable in asking the top management tough questions.


Base Point 1 Continued……

Understand all aspects of the business, never judge people on subject you know you don’t have a clue.

Complete understanding of business lays solid foundation for cost effectiveness at each business stage

Business dialogs at each stage lead to increased participation in achieving organizational objectives


Insist on realism

Organizational weaknesses factoring must be questioned at every stage of an execution process.

Wishful thinkers must be put through tough questions and must be reined in to ensure that over optimism doesn’t stretch it too far.

Realism can be misplaced due to lack of complete knowledge of business stages, space, projects, clients, R & D or competitors


Set Clear Goals

There shouldn’t be too many goals.

Goals once decided need to be prioritized

Goals must be broken down into clear-cut targets

Action plans must give importance to logistics

Percentage of achievement must be measured and monitored


Follow Through

Failure to follow through is the single major cause of execution mismanagement – “Let us follow through” should be used more often than “Let us take the call”

Urgent vs Important syndrome plays and must not be allowed to abort execution

Follow through mechanism ensures that everyone would indeed do what they are supposed to do


Reward the Doers

Measure, reward and promote people across levels who know how to get things done.

Business is not socialism, one shoe can never fit all. Exceptional circumstances may require adjustments, but adjustments must remain exceptions

Rewards should be timely, direct, tangible and visible


Expand People’s Capabilities

Coaching is the most important factor in individual capability building

If it comes to it - Don’t give a fish, teach fishing

Every encounter offers opportunity to coach

Sharing how to knowledge should take more time than demonstrating or debating failures


Know Yourself

Emotionless hunger for:

Correct information

Honest assessment

Candid admission of personal priorities

Open mind to accept all news and facts

Personal capacity assessment and acknowledgement

Never duck conflicts, take them head-on


Differentiators


Fix Accountability

Demonstrate Adaptability

Actively Appraise

Validate Assumptions

Authenticate Facts

Ability to Anticipate

Firm Ground Intelligence

Monitor Budgets


Differentiators (Continued) Challenge Conventional Beliefs

Emotionless Consistency and Persistency

Entrepreneurial Mindset

Display and Accept Candor

Encourage Collaborations

Crisp Communications

Factor Competition

Abhor Repeated Failures


Differentiators (Continued)

Practice Humility

Doubtless Integrity

Milestones Management

Plan for Contingencies

Address Psychological Comfort Factors

Never reward Non-Performers

Compensate Performers Adequately


References

A special thanks to Rajan Gupta of BIPM Institute

Date post:	20-Dec-2014
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Execution

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