Through a special arrangement, what follows is an excerpt of a current article from Convenience Store Decisions magazine presented here for discussion.
A survey conducted by OnPoint Consulting show that almost half of respondents believe there is a gap between their organization's ability to develop a vision and strategy and its ability to execute that strategy, and even more - 64 percent to be exact - lack confidence that the gap can be closed.
But Richard Lepsinger, president of OnPoint Consulting and co-author of Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices, insists that companies can make a conscious effort to close the execution gap. You simply have to take some tried and true steps to creating a "get it done" culture. For example:
1) Recognize that execution starts with a plan. "A solid plan can immensely improve the efficiency with which a project is carried out," said Mr. Lepsinger.
2) Ensure plans are aligned and coordinated across the organization. A common snafu at many organizations is that the head of one department will implement a new initiative without considering how it will affect the overall company or specific departments.
3) Clarify, clarify, clarify. It's often difficult to get things done because people don't understand their role, responsibilities, or what exactly is expected of them.
4) Establish clear expectations. Goals help everyone focus on important activities and responsibilities.
5) Don't micromanage your entrepreneurial-minded employees. But do monitor them. Your entrepreneurial-minded employees -- those who take individual initiative and do an effective job without much direction from you -- are the gems that make your company special. But just because you feel like you can let them loose with a project or client doesn't mean that you shouldn't follow up with them periodically.
6) Encourage employees to openly share bad news. Getting information from employees can be easier said than done.
7) Balance careful analysis of a problem and decisive action to solve it. Effective leaders move quickly to deal with a threat or problem.
8) Make decisions as close to the action as possible. The key here is ensuring that decisions are being made where the best information is in order to increase speed and quality of responsiveness.
9) Facilitate informal and spontaneous interaction among employees. The ability to connect with a colleague "in the moment" when you have a problem or new information is essential for effective execution.
10) Turn your performance management system into a business tool. It ensures goals are aligned across levels and work units, helps people know what they need to do and how they need to do it, and allows leaders to monitor progress toward goals.
"When you put these elements in place at your organization, you'll see a general improvement in individual, team, and overall organizational ability to execute plans and initiatives," Mr. Lepsinger said. "Your employees will start getting things done more easily and consistently, and these regular wins will encourage them and inspire them to redouble their efforts."
Discussion Question: Which factors do you think are most critical in creating a culture of execution? Which factors do you think are the most underestimated?