People often mistake being busy for being productive. And the people who hold this mistaken perception are also the same ones who work on tasks that are labeled as urgent but that rarely are strategically important. Simply defined, execution is the act of carrying out the plan, order, or course of action. Our job as leaders is to create a predictable environment in which our people can execute the things that matter most to achieving the business goals.
In the most recent episode of Best Places to Lead, I review the framework that supports the execution of leadership competency. This leadership competency is unique in that it not only identifies your role in developing your staff but it also identifies what your people need to execute successfully and in alignment with key business goals. Here are 3 lessons on implementing the framework that drives execution:
- Hire for coachability, not just skill competency.
- Provide people the tools, time, and training to execute and grow.
- Coach your people to see themselves as the kind of person who executes.
Lesson #1: Hire for coachability!
We’ve heard from leaders about a variety of methods for making a “good hire” on Best Places to Lead. At the root of those discussions is a shared understanding that you are not just hiring for competency in core job functions, you’re also hiring for tenacity. Similar to grit and resilience, tenacity encompasses the will to fight for your commitments and deliver. It’s worth noting that such will come from both a thorough understanding of the why behind the project and a deep commitment to it.
When assessing and coaching for execution with people already at your organization, check for “The 5 Ts”: Tools, Time, Training, and Tenacity. At minimum, we want to ensure people know how to use the tools available, are managing their time effectively, have a growth mindset, and are tenacious in their desire to deliver. During the hiring stage of the employee life cycle, I recommend flipping this list. Instead of starting with competency in the Tools, begin with Tenacity and ask yourself, “Are they Trainable?” Someone can know every tool in the toolbox and every trick of the trade. None of that matters, though, if they aren’t trainable and are unwilling to learn about and apply new tools or innovations in their area.
Lesson #2: Execution requires that people have the tools, time, and training to execute.
We hire people to solve a problem. We also need to give those people we hire what they need in order to solve it. We’ve heard time and again from leaders on the importance of setting clear expectations for the results you want to see. We also have to provide access to the tools, time, and training to achieve those results. Providing access to tools, for instance, means ensuring they have: access to human capital (i.e. the people they need to collaborate with, gain information from, have certain decisions made, etc.); to physical capital (i.e. the best equipment needed to execute); and to financial capital (i.e. the budget they need to execute). Tools alone, of course, will not be enough.
When supporting our people in becoming executors, we also have to keep in mind that we have the ability to give them back time. One way we can do this is by saying, “I’m going to take this one priority off your plate for now so that instead of 4 items, there are only 3 you need to focus on.” Coaching your people on how to think about what to prioritize will help them become stronger managers of their own time. In turn, they will be able to develop a laser focus on delivering results for those high-priority, strategic items.
Lesson #3: Becoming someone who executes means seeing yourself as someone who executes!
It sounds like circular logic, but psychological research shows that how we see ourselves affects our behaviors and habits. If we want to see a behavior change in our talented folks that gets them to that next stage of quality execution, then our coaching must focus, in part, on changing how they view themselves. There are many tools and tips available to help with this perspective change (see, for instance, David Molenda’s episode for a thought exercise on the difference between our image and our role). Help your people find the tools that work for them. Then ensure they keep up with daily, progressive action towards achieving their goals.
To get the full deep dive into the execution framework, make sure to tune in to the full episode!
About Best Places to Lead
Your company has the potential to be great. The leader’s responsibility is to unlock that potential – or doom it to mediocrity.
On the LIVE Best Places to Lead show, you’ll learn the hard-fought lessons from the front lines earned by business leaders who have already had their teeth bashed in and lived to tell about it. We’ll share the tips, tricks, mindsets, and frameworks that allow great leaders to lead differently.
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