Execution Means Focusing
on Results, Not Activities
 In an accountable workplace, an "execution mentality" represents a primary value; activities and effort are not enough. Instead, there must be an emphasis on measurable results and a get-it-done mentality. People are expected to step up to challenges. Lackluster performance is not tolerated though the emphasis is on constructive improvement rather than punitive measures.
Establishing a culture of execution begins with a written business plan which clarifies mission and vision, enterprise goals, measures and targets, and illuminates company values for all employees. The plan should be created with the help of the individuals who will be primarily accountable for its implementation. This means that the head of each major business unit will have contributed to the research, visioning and formulation of the plan. Similarly, as the plan is cascaded through the organization and enterprise goals are translated into departmental and individual objectives, the people who will be responsible for executing the plan should be involved in developing their part of it. At each step it is important to identify the critical variables and potential potholes that could derail the plan, and develop contingency actions so the plan can be made to stay on track. It is critically important to monitor performance at regular intervals. We recommend quarterly intervals but some firms review progress monthly or even weekly to get real time feedback on how the plan is progressing. Set milestones or interim goals at various intervals as a further check of whether the plan is on track. Another essential is solid communication at all levels of the organization, to further illuminate plan particulars, to report on progress, and to recognize achievement. Everyone needs to know what is expected of them and how their progress will be measured. Regularly inviting employees on the front line to comment on progress will go a long way to informing you about how the plan is working and what obstacles remain. Delegating Assignments  Often a large issue in building a culture of execution is the art of delegation. Many things can go wrong. First, when you delegate an assignment, employees have to be given full authority to complete the assignment. Micromanaging the process will set the employee up for failure.Many times, accountability is confused with responsibility and the confusion works against execution. Responsibility is a commitment you make to yourself based on your own internal standards. Accountability is a commitment you make to another person based on mutual obligations each makes to the other (e.g. “a fair day’s pay for a fair day’s work”). If the employee lacks authority to complete an assignment, neither accountability or effective execution will be achieved leaving the employee with only his or her responsibility mixed with lingering resentment that they cannot control the outcome. In delegating, managers are responsible for explaining all of the dimensions of the employee’s accountability. Accountabilities have many dimensions including tangible dimensions like results expected, an execution timeframe, “stretch goals”, and boundaries such as rules and limits. There are also intangible dimensions with accountability like teamwork or stewardship, that is, the accountability to effectively care for and manage all resources. The barriers to effective execution can be overcome by educating managers about the importance of effective communication in delegating and driving performance. Managers should be well schooled in the skills of goal setting, measurement, coaching and providing feedback.The Role of the Leader Execution will not happen if the senior leadership is not out in front of the process. It is essential that leaders be hands-on rather than hands-off, meaning that even if you have delegated full accountability for an assignment, it is important to monitor progress and follow up with people at regular intervals. Being available as a resource, role model and as a coach can go a long way in making sure that plans stay on track and progress is being made. The opposite is also true – if the leadership is not involved, people will believe that what has been planned is really not a priority. In their book, “Execution, The Discipline of Getting Things Done”, authors Larry Bossidy and Ram Charan list seven essential behaviors for leaders who want to make sure execution happens. These seven behaviors include: - Know your people and your business
- Insist on realism
- Set clear goals and priorities
- Follow through
- Recognize the doers
- Expand people’s capabilities
- Know yourself
To this list we would add one additional behavior -- build trusting relationships – as a necessary ingredient in developing an engaged and accountable work force.
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