Implementation is tough. Reflecting on the hurdles I’ve faced in my career, I’ve come to recognize that my failures were not due to a lack of strategy or resources, neither to a lack of motivation nor energy on my part, but rather my inability to effectively get things done. I was trying to push a huge Rock over a very inviting cliff, but the harder i pushed the harder to rock seemed to push back.
My approach was often to energetically talk a lot, similar to Jean Luc Picard I believed that intoning “make it so” would do just that, but there is no silver bullet here. Others around me preferred to help the Rock by making long lists, holding endless meetings with the Rock, or adopting the solitary “let me do this alone” strategy of pushing levering or pulling the rock.
Sometimes, by sheer chance, things got done — the rock moved — albeit haphazardly, slowly, and unsustainably but as it moved momentum was created and the change took place.
Through this personal journey of rock pushing, I’ve learned that the most critical skill in any professional’s arsenal is not planning nor strategizing nor speechmaking, but actual execution: simply getting things done.
Implementation; My ONE Essential Skill in Business:
After engaging with managers and leaders for the past half-decade in a learning environment, it’s surprising how almost every one of them seek to focus on the strategy, and then try to avoid implementation. The gap between thinking and doing is hardest to bridge.
I’m not a Jack Welch fan as I believe he got his ‘general direction’ wrong, but I certainly agree with this sentiment. Let’s now, dive into why getting things done is crucial, identify the stumbling blocks that leaders face, and outline a simple ABC framework to guide your thinking to overcome these challenges.
Importance of Execution in Business
Execution is the bridge between strategy and success, and its simple to describe as Bossidy and Charan do above… but hard to do. Without the ability to turn ideas into actionable outcomes, even the most innovative strategies remain mere concepts great ideas that get past their prime. It’s execution that differentiates the leaders who can navigate the complexities of the market and deliver value from those who cannot.
Implementation; Why Leaders Fail to Execute
The reasons for failure are many: Successful Organisations are built to resist change; organisations are inertia machines, SOPs, KPIs, OKRs, processes, procedures, audit, compliance and the focus on efficiency and replicability mean there is a strong organisational desire NOT to change. Lack of Urgency: A complacent attitude by the team or organisation towards goals and deadlines derails execution. Without a sense of urgency, or of the importance of the problem momentum is never achieved. Lack of Credibility: Leaders without a track record of success (displaying their perosnal ability and integrity) find it hard to inspire or mobilize their teams or the organisation to take action. Lack of Trust; whereas credibility is something you have, Trust is the releationship you have with others, and whether you are known to have others backs and show your support for them. The greater the mutual trust the easier it is for people to follow you when they are unsure of the direction. Bad Habits: Both within the team – Procrastination, poor time management, and resistance to change – and in leaders – wanting to find a ‘silver bullet, or a deep seated antipathy to doing the necessary hard work- can become ingrained in the culture, hindering progress. Anxiety about the Future: Fear of failure or change can paralyze decision-making and action. And within organisations where “toxic positivity” prevails, people’s anxieties will remain uncovered and therefore unaddressed. Lack of Motivation: Without a compelling reason or personal investment in the outcome, the drive to execute diminishes.
Summarising this comes down to three essential questions that must be answered to effectively get things done (this is supported by the work of Keller and Price BEYOND PERFORMANCE (2019)
(1) “I don’t get it” there’s a lack of mutual lack of awareness, about whether this problem is important or urgent, enough? Your people need to know WHY.
(2) “I can’t do it” a lack of belief within the team or organisation that the solution can or will work, for what ever reasons. Your people need to be convinced that its easier or much better than now.
(3) “I don’t want it” lack of willingness to commit to the change, because others around them are not using the solution or individuals lack sufficient support and motivation to sustainably use the solution. Your people need to know thye won’t be alone.
The Simple ABC of Getting Things Done
To overcome these barriers, leaders can employ my simple ABC framework:
A = Awareness: how to “get it” and become aware of the problem
Firstly, creating an environment where the project leader imbues everyone with the significance of the task at hand the projects natural urgency and importance. This is not done via speeches but via informal questioning of people about the challenges they face day to day and linking these problems to the project at hand (meaning if a project is neither urgent nor important why is it being done). To build this awareness, Leaders must also reflect on their own personal credibility (their ability, integrity) and level of mutual trust within their teams. People will only listen to and follow leaders they trust. Successful leaders recognise they need to become aware of the level of trust they hold in the team. Recognizing today’s challenges and openly acknowledging the problems faced by your team, paves the way for the wide understanding that there is a genuine urgent and important problem to solve.
B = Believe: How to “do it” by believing in the solution
It’s essential that all stakeholders believe in the devised strategy or solution. Primarily this stems from the leaders ability to bring the team into the solution creation space, once all agree there is a problem. Part of this belief comes from Leaders consciously building more trust so that the team can believe in them, their credibility and that the solution is either better or easier than the current situation. This team belief, in addition, stems from a clear understanding of everyone’s role in creating the solution, availability of the right resources (capacity as well as capability) and the feasibility of the plan. Small wins are significant here to provide both credibility of the proposed solution, encouragement and tangible support. This increases confidence in the collective ability to successfully execute which becomes the most powerful motivator. Effort then aligns towards a common goal. Small successes multiplied create momentum attracting those who are waivering to your side. Eventually, everyone believes that the agreed solution is the best solution to the problem.
C = Commitment: How to “want it” by committing to action
The final piece of the puzzle is commitment. Awareness and Belief must translate into a dedicated effort towards sustainably achieving the set objectives and locking them in place. This involves not just initial enthusiasm but sustained action and adaptability to overcome obstacles. A committed team, driven by both internal and external motivations, as well as an ability to support the new approach with processes and rewards is the key to successful execution.
Leaders who build trust and inherently understand and apply this ABC framework are the ones who consistently deliver results. They recognize that execution is not just about individual effort but about cultivating the right team environment, building belief in the collective mission, building trusted relationships, and maintaining commitment through the challenges. The skill of getting things done is not just about individual capability but about fostering a culture of execution. By addressing the common pitfalls and applying the ABC framework, leaders can significantly enhance their ability to deliver results and achieve success.