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Creating an execution culture can be challenging due to several reasons. First, it requires constant vigilance from leaders to identify deviations from desired outcomes across various areas, from profit margins to promotions. This can be a demanding task. Second, leaders need to be actively involved in the critical details of execution, which can be time-consuming. They need to ensure that everyone understands the organizational priorities, assign tasks, follow up, and reward those who execute. This level of involvement can be difficult to maintain. Third, there can be resistance from employees who are used to a different style of leadership or who are uncomfortable with the level of accountability that an execution culture demands.
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The process to create an execution culture is similar to the six sigma process for continual improvement. Leaders constantly look for deviations from desired tolerance levels in execution across areas like profit margins to promotions. They swiftly close the gap and raise the bar for the entire organization. Like Six Sigma, execution works only when people practice it continuously. Leaders who execute do not preside. They actively lead. The leader who presides takes pride in a hands-off style and does not deal with core issues or confront people responsible for poor performance. In contrast, those who actively lead are personally involved in the critical details of execution. They ensure people understand organizational priorities, assign tasks, follow up, and promote and reward people who execute. Lack of execution can cost CEOs their jobs. In 2000 alone, over 40 CEOs from the top 200 companies on the Fortune 500 list were removed by their board because they could not execute what th...
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How do you translate strategy into results? Execution is both an organizational culture and a specific set of behaviors. Leaders must be hands-on and...
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