Companies often react to the changing environment without testing assumptions and identifying key initiatives, inclusive of all players accountable in navigating through the change. They fail to look at the business as a whole and what’s critical to drive improvement in people and results.
Change is inevitable — the marketplace, the economy and the competition make sure of that.
If things are great in your business, how do you take advantage of opportunities? If things are tough, what actions do you need to ride out the storm better than the competition?
The most frustrating challenge: how can the leaders push their people to deliver on the most important goals to ensure successful change? Getting it done is the only way to success.
So, the conversation is not about change, rather, how to execute on the critical initiatives to ensure success and sustainable growth. Business today requires a persistent focus on execution and an adaptability to course correct quickly. Strategy is only part of the game.
Execution is the greatest unaddressed issue in the business world today and the biggest obstacle to success. The fundamental problem is that people think of execution as the tactical side of business, something that leaders delegate as they focus on perceived “bigger” issues.
Larry Bossidy and Ram Charan, highly recognized guides to CEOs, wrote a book called, Execution: The Discipline of Getting Things Done. They tell us, “ Execution is not just tactics—it’s a discipline and system that must be built into the company’s strategy, its goals and its culture. AND, the leader of the organization must be deeply engaged in it—she/he cannot delegate its substance.”
Unless you translate big thoughts into actionable and repeateable steps, the breakthrough thinking comes to a stop. People don’t meet their stretch goals and the learning no longer has value.
Execution, the discipline of linking people together, is the way you stay on top of change.
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