Execution, by Larry Bossidy and Ram Charan - Book Study Session 2- Chapters 2 & 31

In this session we discussed the material found in chapters 2 and 3.

The session began with reference to this quote:  "...intelligent, articulate conceptualizers don't necessarily understand how to execute." p. 36  This resonated with several of those participating who felt they may have fit this description.  Certainly for many there is a disconnect between the thinking/analysis/planning of activities and the execution/doing/follow-through which produces results.  Bossidy and Charan talk about developing a culture of execution based on performance which prevades high performing organizations.

The four parts of Joe's learning curve (explained on p. 38) provide a case study and a paradigm for this culture of execution:  1.  Involve all the people responsible for the plan, 2. Ask the "hows" of execution, specifically, "how will we accomplish the goals we have set for ourselves," 3. Set clear, unarguable, milestones and then hold people accountable, and 4. Have a contingency plan to deal with the unexpected.  From the discussion we learned that for many the challenge of holding people accountable is probably the most wide-spread.  It also came to light that involving stakeholders in the contingency planning could contribute to developing the culture of execution as there would likely be greater ownership.

QUESTION:  Which of these four steps is the most challenging for you and describe how you might practice this step in the near future.

In chapter 3 the authors  present the Leader's Seven Essential Behaviors:

1. Know your people and your business: "In companies that don't execute, the leaders are usually out of touch with the day to day realities." p. 57-58.  One of the participants mentioned that he has a note on his desk he sees regularly that says:  "The Customers Are Out There" meaning out of the office.  Good leaders know the business and even find value in being quizzed by their own leaders as it provides an opportunity to learn as well as to shine.
2. Insist on realism:  from Jim Collins in Good to Great:  "You absolutely cannot make a series of good decisions without first confronting the brutal facts."p. 70  It is easy to delude yourself into believing things are fine, particularly when you ignore the essential behavior of knowing the people and the business.
3. Set clear goals and priorities:  "Leaders who execute focus on a very few clear priorities that everyone can grasp." p. 69  The tendency for most is to allow themselves to be pulled in so many directions that they accomplish little or nothing.  Focus is the key of achievement and it starts with identifying the key indicators for success.  (see other posts in this blog)
4. Follow-Through:  "The failure to follow through is widespread in business, and a major cause of poor execution." p. 71  The discussion focused on "follow through mechanisms."  These mechanisms are things which we put into place which forces us to remember to take action on the steps we have set for ourselves.  It can be as minor as putting an even on the calendar or as elaborate as a full project management system.  One thing for certain, without follow-up, things will NOT get done which will derail the plan.
5. Reward the Doers:  It is a fact that in our business (higher education) the ability to provide financial perks basically doesn't exist.  However, that doesn't mean we can't follow this behavior.  It does mean we have to provide more intrinsic rewards, the foremost of which has to be appreciation.  More people quit their jobs due to a lack of appreciation than any other factor.  Leaders have to be able to provide this for their followers, EVEN WHEN THEY THEMSELVES DON'T FEEL APPRECIATED.
6. Expand People's Capabilities Through Coaching:  "the skill of the coach is the art of questioning.  Asking incisive questions forces people to think, to discover, to search."  p. 74.  Leaders who care about their people recognize the importance of investing in them and coaching their performance to higher levels.  Coaches care about the individuals on the team AND the goals of the team.  They care about doing things right AND doing the right things.
7. Know Yourself:  "Emotional fortitude comes from self-discovery and self-mastery.  Good leaders learn their specific personal strengths and weaknesses, especially in dealing with other people, then build on the strengths and correct the weaknesses."  p. 79   Finding out who you are and "being comfortable in your own skin" is an essential behavior because it enables you to strengthen your weaknesses and capitalize on your strengths.

QUESTION:  Take one or more of the above and share your own insights as it relates to that point.