Execution Defined
Execution is a systematic process of
rigorously discussing hows and whats,
questioning, tenaciously following through,
and ensuring ACCOUNTABILITY.
To understand Execution, you have
to keep three points in mind:
1. Execution is a discipline, and integral to strategy
2. Execution is the major job of management
3. Execution must be a core element of an organization’s culture
How must the culture change?
The Culture must change to
one of :ACCOUNTABILITY
and COLLABORATION.
What exactly does a leader who’s in
charge of Execution do?
Building Block ONE
The Leader’s Seven Essential Behaviors
1. Know your people and your business
2. Insist on Realism
3. Set clear goals and priorities
4. Follow through
5. Reward the doers
6. Expand people’s capabilities
7. Know yourself
Building Block Two
Creating the Framework for cultural
change
Accountability
Informal Communication
Accountability
We need to change people’s behavior so that they produce results by:
First-you tell people clearly what result’s you’re looking for.
Next-you discuss how to get those results by COACHING.
Then-you reward people for producing those results
If they come up short, you provide additional coaching, withdraw
rewards, give them another job, or let them go.
When you do these things, you create a culture of
getting things done!
Informal Communication
You cannot have an Execution culture without
robust dialogue-one that brings reality to the
surface through openness, candor, and
informality.
Formality suppresses dialogue, informality
encourages it.
Finally, robust dialogue ends with closure. People
agree about what each person has to do and
when.
Building Block Three
“The job no leader should delegatehaving the Right people in the
Right Place”
Management Development
must be a core competency!
WHY?
High performers know how to:
Execute
Delegate
Trust
Empower
The Three Core Processes
1. People-Who?
2. Strategy-Where?
How?
3. Operations- The Path!
The People Process
Who?
Importance of The People Process
“The People process is more
important than either the strategy
or operations process.”
“If you don’t get the People
process right, you will never fulfill
the potential of your business.”
Human Resources Role
“In this new role, HR
becomes recruitmentoriented and a far
more powerful force
for advancing the
organization than it
was in its typical staff
function”.
Summary of The People
Process
“If a company has the right people, in all
likelihood its strategies will be in sync with the
realities of the marketplace, the economy, and the
competition.”
The Strategy Process
(The PLAN)
Where?
How?
Components of the Strategy
Process
 The
strategy must address the HOW’s
 The
strategy must be “Boundaryless”
(There must be collaboration)
 The strategic plan must be an action plan
 The strategy must be built and owned by the people
who will “execute” it
Milestones must be established
(This is the 90 day plan component)
Questions you need to ask?
• Do we have the organizational capabilities to
Execute the plan?
• What are the pluses and minuses of
alternatives?
• Can you adapt the plan to changes in the
business environment?
• What do you need to do in the short term to
make the plan work in the long term?
The Operations Process
The Path !
The Operating Plan Includes:
“the programs your business is going to
complete within one year to reach the
desired levels of such objectives as
earnings, productivity, sales growth.”
“you identify clear targets, and
hold people accountable for
hitting those targets”
EXECUTION Training
My
Goal:___________________________________________________
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My Execution
Plan:________________________________________________________
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