Getting it Done:
What Great Leaders and Managers Do
Holly G. Green
There are many
books about strategy and in recent years there have even been best
sellers about execution. After all, CEOs globally are incredibly
concerned about being able to execute within their organization. In
tough times, it becomes even more critical to get the right things
done within your organization. Leaders and managers today have to
not only determine which race to run (strategy), they must
also figure out how to run the chosen race faster, better, and
stronger than anyone else (operational planning and
implementation). Both are necessary to stay in business and succeed.
To keep up
today, a leader and manager has to do well at the following:
Get back to
basics when everything around you diverts you into complexity
strategic planning a way of life in your organization.
strategic planning framework to drive what you do and where you
focus your energies.
ongoing strategic planning in your processes. Constantly check
for internal and external forces that may impact where you are
going, what you need to do and how you need to do
your day around achieving your destination (the definition of
what it looks like when you get to where you are going) as well
as informing, inspiring and engaging others in getting there.
constantly about your strategic planning framework
employees of where you are going, where you are today and keep
expectations of what excellence looks like.
why behind your decisions.
individual goals linked to the company's strategic planning
employees by presenting a compelling picture of what the future
employees continuously by asking about progress and highlighting
Build a high
performing culture that supports your strategies & brings them to
indicate 78% of CEO's globally believe execution is one of their
greatest weaknesses. Start at the beginning with answering the
question of why you exist all the way to operational planning and
execution. Getting done what you say is critical for success.
what and how you will get to your destination points
and communicate both constantly.
matters and what employees can relate to in their jobs every
ownership behaviors in employees.
vigilant about reviewing external and internal forces that may
impact your strategies.
what they need to be successful. Set yourself and everyone in
the organization up for success
organization processes and systems to be sure they are aligned
with where you say you are going
values and results.
through seeking to understand others.
rewards and recognition.
This is one of
the more difficult concepts for successful adults to grasp and act
on. We get stuck pretty quickly and the more successful we are, the
more we work to prove ourselves right constantly. After all, our
previous behaviors served us well and got us to where we are today.
The problem is, everything else is changing and your thought bubbles
(assumptions, deeply held beliefs, biases, etc.) need to change as
well. There are almost no jobs left that will remain the same over
time and the demands of leaders and managers are continuing to
evolve. The really great ones are constantly learning and developing
themselves and they have the following characteristics in
Like to master
motivated and driven to constantly get better, knowing full well
that they will not, and should not, be perfect.
consider multiple perspectives to create general guidelines that
help them make sense of what is around them
Focus on problem
current issues from the perspective of making things better versus
blaming or worrying; their thinking is characterized by a balance of
the ability to visualize what might or could be, and an effective
day to day approach to get the right things done; they can distill
Are self aware:
are constantly working to become even more aware of their own
intentions as well as their impact on others; they admit mistakes
and learn from them
direct and candid with others:
They expose any
agenda they have and use good listening skills to really hear what
others have to say rather than simply planning their next response
Have a broad
range of interests:
genuinely curious about others; they are able to make comparisons
easily while seeing and appreciating the complexity in the world
They are able to
see, understand and appreciate the current state as well as see
possibilities. When dealing with today's issues, they operate from a
broad, long term perspective rather than taking a narrow view or
focusing only on short term implications; they are able to gather
information and make decisions in a timely manner.
They get things
done, making timely decisions
and managers know that there is much more to being successful today
than just saying the right things. They do the right
things, constantly acting as role models for others.
Read other articles and learn more about
Holly G. Green.
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