Executing a clear strategy

It’s Nobody’s Fault As a youngster, when my mother or father asked my brother and I, "Who did this?" We'd answer, "Nobody." "Mr. Nobody" was accused of causing plenty of damage. In business conversations with owners, executives, managers, and employees, I track how many times "Mr. Nobody" is at fault. For example, one owner said he'd like to talk to us about turnover in a particular job function. Later he told us, "Our operations people could use some help with customer service." Then he added, "And the salespeople need to be able to consult with clients as a partner." Many organizations engage in similar circular conversations. Owners or executives tell us, "I know we need to improve around here and we're all for it, and the problem is the [department]. We speak with people in that area and they say, "We totally support any change effort, but the real problem is [job function or department]". We visit them and hear, "The real problem is management." Now we're back to management telling us the real problem is people that aren't engaged, don't align with the business strategy, and aren't willing to take ownership or responsibility. My parents would say that's "Mr. Nobody" at work. Strategyy is management's responsibility. Unfortunately, boards and executives often inadvertently "delegate" responsibility elsewhere. Our most common response from the executive suite is, "Our strategies are great - people just don't execute." However, what passes for strategy is often little more than a wish list or taking last year's numbers and adding 10 or 15 percent. More often than not, data is contaminated with speculation, hypotheses, and opinions. The underlying assumptions behind many strategic plans we review are clearly flawed. Of course future projections are, by definition, speculative and unproven. However, if strategies do not obviously sit on a framework of reality, trying to execute them is frustrating at best. Here are a couple of examples: Stated Strategy: Increase sales by 32% in X market. Question: Where did the 32% come from? Why not 29% or 35%? Answer: [After questioning] It's what we need to cover our costs and protect our margins. Stated Strategy: Penetrate a new and different market with our products/services. Question: What is your value-proposition? Answer: [After questioning] We think we can do a better job than others in the market. We have added-value. Question: What are you bringing to market that is distinct from what's already available? What's your offering? Answer: We are customer-focused, high-quality, committed, flexible, and willing to go the extra mile. Question: : Who else can say that? [Note: Not, "Who else can do that?"] Answer: Uh, well, I guess everybody else. [OOPS!] Sorry if this sounds harsh. Reality is an acquired taste! It is possible to separate strategy issues from execution issues. For example, if the contrast between current reality and the desired future is unclear, most action steps are speculative at best. This requires a high degree of "buy-in" and burns valuable resources of time and money. When the contrast is clear the path of least resistance is towards what you are building not away from it. You Talkin' To Me" (Part II) The most common mistake we see is a shift from desired outcomes to problem-solving and trying to re-stimulate momentum or keep morale high. Low morale and momentum are symptoms of a poorly designed organizational structure. The structure gives rise to behaviour. Let's move on to execution. Executing clear strategies is the "fun" part for some of us. Employees do not need to be "sold" on a strategy; they want to be connected to it. Hearing their connection to the strategy comes from listening, not presenting. Each individual broadcasts their commitments loud and clear. But, just like radio waves around you, until you tune-in to their frequency, they're invisible to you. Using this approach to connecting and engagement, we've seen an executive's jaw drop as they experience a surge of energy from their people like never before. Tapping into intrinsic motivation has a much stronger track-record than artificially "pumping people up" or manipulatively "persuading" them of our viewpoint. After all, you cannot motivate another person. [We'll save that discussion for another time.] Creating a structure in which the path of least resistance serves individuals highest aspirations and deepest values as they create what is truly important to their organization is "magic" to those unaware of the simplicity of its power. There is no magic. Playing the piano is not magic. Writing a powerful essay is not magic. Effective salesmanship is not magic. Designing and executing a strategy is not magic either. If your strategy does not create a path of least resistance toward doing what moves you forward, then any attempts to get people to do what is required will have a high rate of failure. Scrutinize your strategy. Put it on trial. If your strategy is a sacred cow, you're in fundamental trouble. Rather than "selling" each other, why not engage, listen, and connect with reality based on a composite view? After all, the real competition is not internal, it's external. Ask yourself: • If an outside person reviewed our strategies, are they so clear and logical that they would support them without question? • Do we often accuse others of not "getting it?" • Do we shoot the messenger? [Come on now, fess up!] • Is there a lot of talk around strategy and little action? • Do our actions move us forward? • Do we sometimes charge forward, and then slide back? All the above are symptoms of a weak strategy. 2009-09-03T18:08:24Z

-3.1725

210 6298

true

41099

executing-a-clear-strategy

2009-09-07T10:58:38Z

2009-09-07T17:58:50Z

Mistakes owners/managers make in strategic planning and execution

Executing a clear strategy

2009-09-07T17:58:51Z