Are you working in an organization which values leaders capable of translating your strategy into action? Are the leaders in your organization focusing on putting the right resources in place to achieve results?
One of the most powerful questions one can ask oneself is “What characteristics are necessary to stay in focus?” Exceptional leaders relentlessly focus on execution and hold people accountable for results.
Are you focused on creating intended outcomes? How effective are you at implementing your strategy and aligning people with goals? Are you passionate about focusing on achievable goals at work that emotionally engage your people?
Three Keys to Effective Execution
Here are three recommended keys to translating strategy into action, from Melissa Raffoni, “Three Keys to Effective Execution” (Harvard Management Update, Feb. 2003).
1. Maintain your focus. What characteristics are necessary to stay in focus? You can’t go wrong if you think about maintaining a realistic attitude, simplicity and clarity. How realistic are your plans given your resources? How realistic is this plan given the marketplace and the target customers?
The strategy must be as simple as possible. Usually only a few goals can be pursued effectively at any time. Simple, clear objectives that are commonly understood throughout the organization are best. Distilling strategy to its essentials can deepen employees’ understanding.
2. Develop tracking systems that facilitate problem solving. Develop measures not only for planning but for the execution phase as well. Do your measures really tell you whether you’ve accomplished the objective? Does the tracking system get to the heart of the problem you’re trying to fix? The right measures help make expectations clear.
Don’t let the data get in the way of discussing why things aren’t working. Facing reality makes the difference. It is up to the leader to see that meaningful conversations take place after all the numbers are reported.
3. Set up formal reviews. Successful execution of plans means continual reviews. Meetings should track objectives and variances with a critical eye towards corrective action.
People and resources should be a top priority at review sessions. The right people need to be in the right roles. This means continual evaluation.
Resources must be in place to execute successfully. Do your people have what they need? Managers who excel in execution rely on dashboard tools or summary documents to track resources and objectives. Some firms use quarterly action booklets that list major objectives, key actions, resources and dates. The goal is to balance simplicity with thoroughness. You must get a clear picture of the primary initiatives, the key metrics they are impacting, and who is accountable for each, in order to have a true measure of your progress.
Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you become a leader who translates strategy into execution. You can become a leader who models emotional intelligence, and who inspires people to become happily engaged with the strategy and vision of the company.
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