Execute Your Goals

Today I am going to be talking about execution. What is it that differentiates great leaders from others? Delivering results

Generally when I talk to my leaders about their frustrations with their subordinates it is their willingness to accept delays - at the quarterly reviews they inform sponsors about being behind schedule – not recognizing the schedule is often the differentiator.

Robert Denker posted a great article about the 5 reasons leaders don’t deliver on time. Among planning, perfectionism vs the ideal of work to 85% and course correct along the way, and working at a slow pace there were two areas that challenge leaders the most, which I have also observed in my own work.

The first: Not involving others – this looks like the leader planning it all in their head with the strategy, but not consulting those who have to change the processes, or distribution channels etc. to get their input and alignment.

And the 2nd: failing to layout the process. How we get from here to there – as I have talked about before – connecting the dots. Show them the map.

Alan Branche said “Strategy execution is the responsibility that makes or breaks executives’ and I believe that to be true. If you can’t involve your team in the development of the map or consulting with them about ease and capabilities- you’re likely to be delayed, or deliver on half of the promised attributes of your new strategy.

Which brings us to our tool of the week – Paint the Shed – this comes from an anecdote that Brene Brown shares – I believe in Dare to Lead – they are all good.

It’s the idea of an assignment being delegated and to ensure mutual agreement -vs a one-sided expectation – the delegate is to describe the outcome of the finished task. In the example of the ‘paint the shed’ it is what is being painted? The siding, the window trim, the door? The shingles? The inside, etc. What’s the color? How long is it going to be off-limits due to the wet paint, and so on.

I am a big believer of leaders assigning the what- not the how- I want every individual to bring their ideas, innovation and gifts to every assignment and not be burdened by a ‘how’ from a leader that could be quite limiting or constraining. That doesn’t demonstrate trust. But the way we build that trust is ‘sharing’ the outcome meets the strategy’s goal.

SO WHAT IS THE MINDSET REQUIRED?

FOR most of my leaders it means getting patient with the delegates.  Allowing them to come up with the ‘how’ but ensuring the ‘paint the shed’ discussion happens.  That the delegate can describe the outcome that the strategy requires.   It’s important that the executive’s preconceived notion doesn’t crowd out innovation if the result matches the need.  Be willing to be surprised and embrace innovation when the delegate volunteers new enhancements or performance that was not intended with the original assignment.  These enhancements are often the autonomy and mastery that drives employee engagement.

SO HERE’S YOUR fieldwork –because COACHING WITHOUT ACTION ISN’T COACHIng – IT’S JUST ENTERTAINMENT

Involve others in your strategy development – earlier the better Layout the process to get from strategy to the ‘painted shed’
Have the delegates describe the painted shed for a shared understanding and agreement

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Until next week – take good care