Market Garden Leadership

I hear a lot of big talk from leaders. Epic plans! Grandiose statements about "doing this" and "delivering on that!" 

Big talk is important. It can inspire others to follow you. It can motivate teams to take that extra risk to achieve breakthrough results. It can be...something special.

It can also be a colossal failure.

Plan the Big Talk
I've tried lots of bold strategies in my career. Some were wildly successful, and others....well...not so much. One phrase, however, proved to be true in each scenario whether it was a winning idea or a losing one: preparation and execution.

The common trap of over-preparation often leads to inaction, which I've railed against many times before on this blog. We can never be fully prepared; rather, we just have to be as prepared as possibly without delaying the second half of this phrase.

Execution.

Execute (and monitor closely) the Big Talk
Simply putting together a good plan is not even remotely close to actually leading the effort. High success rates require leaders understand what is happening, recognize when the situation starts to drift from the original intent, and most importantly, not be afraid to jump in and literally lead the project across the finish line.

Too many leaders cower in fear when the anticipated outcome is "suddenly" at risk. They freeze up hoping to blame others instead of making real-time decisions to keep things moving forward.

Oh, how arrogance and fear get in the way of success!

How About You
When have you seen a leader struggle with the execution of a plan? Have they frozen in place when that plan seemed to be in jeopardy; or, did they have the resolve to pivot and personally ensure the correct decisions were made?

What did you do while they struggled? Did you jump in to help...or, stand idly by?

I'd love to hear from you.

No Excuses.

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It's Not Business...It's Personal

There is a never ending amount of pressure to deliver results in the world. Whether we work for a large company, a small firm, our church, coach a sports team, or have taken the plunge and work for ourselves, results are the endgame that connects us all.

I’ve seen many leaders (including me) who attempt to separate the business decisions we must make, from the feelings we have as part of that decision-making process.

Let’s call it…corporate justification for not caring about our team members.

Did that hit a little too close to home?

Business Is Important

One of my pet peeves is that leaders do not execute. I write about it a lot because I've collected so many examples of it over the years. 

"Many leaders are so afraid to fail, that they would rather focus their energies on saving their own butt, instead of making a real difference for their organizations or people."

Here's the core problem: under such pressure many leaders treat their employees with a cold indifference all in the name of "business."

Everything Is Personal
Now for a moment of self-disclosure. I put a lot of time, energy, and yes, passion into my work.

If things go poorly, I feel terrible.
If I am criticized for doing an ineffective job, I feel terrible.
If the team's work falls short of a goal, I feel terrible.

I take it all personally. 

All of it.

Newsflash! All of your employees take it personally too. They care about the work they're doing. They care about being successful. They care about getting ahead.

Newsflash #2! Your employees do not wake up each day trying to scam you. Get the hell over yourself and your pompous view of your team.

How About You
Maybe it's time we retire the phrase "it's not personal...it's business." What do you think? It seems to have worked as well as the old command and control behaviors that have destroyed the credibility of so many "leaders" our there. 

I'd love to hear from you.

No Excuses.

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End of the Line

I talk about my work.

I plan my work.

I have an extensive and well organized Wunderlist.

I document every meeting in Evernote.

I need to get things done.

I have to cross the finish line with my projects. 

Talk Is Half the Battle

I'm not sure what happens to some leaders. It appears that two significant changes occur that block their ability to get to the endpoint.

1 - They get promoted and have a really cool job title.

2 - They focus entirely on maintaining their status instead of executing.

These changes are the death blow to many promising leaders. The energy, passion, risk-taking, and fearless approach displayed early in their careers suddenly slows to a crawl in an attempt to play it safe at every decision point.

They talk a good game. 

They use the right words (usually.) 

They get a few things done...

...eventually.

That my friends is about a pathetic description of a leader as I can muster.

Execution Is the Only True Thing

Let's be honest for a minute. Getting work done, particularly complex projects can be a real challenge.

So what?

But sometimes other people have a significant role to play in our projects.

So what?

I make mistakes...after all I'm human.

So what?

How About You

"If our corporate cultures are focused on getting work across the finish line instead of attending recurring meetings to talk about how busy we are, we might actually make a real difference in this world."

Think about it.

I'd love to hear from you.

No Excuses.

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Make or Break

"Strategy execution is the responsibility that makes or breaks executives."
- Alan Branche and Sam Bodley-Scott

Today I have a singular focus.

Execution.

Getting to the execution phase of our work requires time, planning, lots of collaborative discussion...

...and doing the work!

Questions
My first question today is simple. How do you ensure the executives in your world actually do the work?

Do they talk and talk and talk?
Do they have an endless list of excuses to justify why projects aren't moving forward?
Do you feel like you're doing more of the work than they are?

My second question is more direct. Why are you tolerating this lack of leadership?

How About You
How do you handle the reality of working with leaders who are weak when it comes to executing strategy? It is common, and often requires focused coaching in order for them to improve. What has worked for you?

I'd love to hear from you.

No Excuses.

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The Only Corporate Strategy That Matters

I think I've said the word culture 1,000 times in the last twelve months. I'm not kidding. It's such an important part of every organization that I'm surprised more companies aren't doing something about it.

Values

I realize there are lots of executives talking about culture, but it is rare when they execute on a culture strategy. However, talk is cheap and we've all built up a tolerance for the corporate values messaging that bombards us at every turn.

"Seriously, has anyone ever heard a company espouse their commitment to providing crappy customer service with their team of pathetic employees?"

So what is the opportunity to differentiate your company from the competition if you truly have a culture that is unique, and dare I say different from others in your industry?

Money Talks

Start with investing in it. It is easy to determine where an organization's priorities are simply by checking their financials. Are culture, brand, and developing a revolutionary talent strategy high on that priority list? If so, the results will blow away the competition.

Talent is code for people. Culture is code for people. Brand is code for people. Success is achieved by people. Are you with me?

That's how commitment works. That's how execution works. That's how success is realized in the modern world. It's the people that make the difference and make the values proposition come to life.

          

How About You

If you're tired of talking about culture and want to differentiate your organization's commitment to culture, check out this site. Then go, lead the way in your own company and make a real difference.

I'd love to hear from you.

No Excuses.

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Culture of Convenience

"The differentiator is the execution."

It's funny about corporate cultures, norms, and expectations. They differ so dramatically in every organization. I'm going through a period of incredible change and learning...new company, new role, new industry, new city, new, new, new.

Change Is The Best Thing Ever

Part of that change process is not only keeping an open mind as I learn the "rules" and get immersed in the incredible vibe at my new company, but also to learn the expectations and nuances of the clients we support. It's a good thing that I get such a rush from change, otherwise I'm sure I would lose my mind trying to adjust to so many new things in my life  (read here --> literally everything!)

Stay Focused

"Reality Check --> Part of learning lots of new things is to stay focused on one thing...execute your strategy better than anyone else."

I'll be honest with you, my "new world" is so damn exciting, and the people I have the privilege to work with have welcomed me so graciously that I can't quite believe that I get paid to do this work.

But I do...

...and with that comes an expectation (and a belief on my part) that my organization needs to perform at the absolute highest level possible in the industry...

...and that means I have to lead at the highest level too.

How About You

What's your plan? Are you pushing yourself and your organization to be the absolute best; or is it more convenient to just plod along and make excuses? 

In my hectic world of change I've decided being the best is the only thing that really matters.

You can be the best in your world too...if you want it badly enough. Go get it.

I'd love to hear from you.

No Excuses.

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No Flexing = No Respect for HR

"HR needs to be more strategic."
"HR won't get any respect unless they focus on more strategic issues."
"HR shouldn't focus on the details...we need to be a strategic partner to the rest of the business."

Calling all HR leaders!

If you are not able to flex between strategic thinking and executing at the tactical level you add no value. Yes, I said it. You add no value whatsoever.

No Grease for the Squeaky Wheel
It seems the last 20 years of complaining about being strategic players has moved HR farther away from being strategic.

You heard me correctly. 

We've spent so much time avoiding executing on strategy and instead spent all of our time talking about it.

Harsh? Maybe. Accurate? Yes.

Roll Your Sleeves Up, Build Your Credibility
Before you all get upset with me, calm down and consider these questions:

Who makes sure strategic plans actually get implemented?
Who takes the lead to ensure the goals get accomplished?
Who understands the systems and processes and their impact on workflow?
Who is actually taking responsibility to fully execute the plan?

If you're delegating these tasks without staying connected...you're delegating yourself out of a job.

How About You
Are you so caught up in the world of "HR Leader-speak" that you've forgotten that there is also "HR-get-the-work-done" too? Dive into a project today. Get your hands dirty. Role model for your teams that you are not above it all. It will make a bigger difference than you realize.

I'd love to hear from you.

No Excuses.



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Strategy v. Execution

Are these words at odds with each other? Is it possible to develop a strategic plan and also lead the execution of that plan? I'm not talking about assigning the implementation steps to a support team; I'm asking if the same person can effectively develop a high level strategic plan and then provide the leadership to make it happen? Should the same person make it happen; or, at least be involved enough to ensure the project is completed?

Trenches and Mahogany
One of the criticisms I've heard over the years is that executives are not able to fully understand the implementation realities of their plans. For me, that is a shared-responsibility between the leader and their team. If the leader does not include their team in the development of the plan it will surely not achieve the desired result. If the team does not step up and tell the proverbial emperor that he doesn't have any clothes, the plan will also fall short.

Culture = Communication

The answer to the question of whether the same person should manage both strategy and execution is absolutely yes! But how they manage is critical. Involving the team at the beginning of the process instead of "bringing them in when we need them" is mandatory. That's right, mandatory. It's leadership that creates an environment of trust, risk-taking, and open communication. It's done with words and actions. It should be on-going and obvious.

It should be.

How About You
What style do you use to not only develop a plan, but to actually achieve results? Is your team allowed in the office with you during the brain-storming phase; or, are they simply foot soldiers that march into a hale of bullets that could have been avoided?

I'd love to hear from you.

No Excuses.



pic courtesy of sunnylam