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specialists in enhancement and management of human performance |
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Whenever I design a new coaching or training session I first learn about people's jobs. So, I study my most trusted job description manual. You may have one. It's called a dictionary. Many times a 5-15 word definition provides more insight into someone's job than a 300-page HR manual. However, to use a dictionary effectively, you need to adjust for a linguistic quirk that runs rampant in commerce. In all of English, but especially in business, we have a ridiculous habit of turning verbs into nouns thereby converting actions into things. Take the job title 'executive' for example. The definition of executive in Webster's is about as useful as traditional stock valuation applied to dot com companies. But look at the verb 'execute', and you'll discover your true calling, both the good news and the bad. Execute: 1) to follow through or carry out fully; to put into practical effect as in plans, projects, business & work programs; 2) to put to death in accordance with legal sentence or due process. When you are acting as an executive, you are doing one of two things. Either making some idea, service or product exist in practice, OR you are taking something or someone out of existence (at least in your company). It is these two activities that distinguish an executive from a manager or supervisor. You have got to be able to make something happen in the here and now. And you have got to be able to kill an idea or fire someone here and now. The lead article in Fortune Magazine, May 1999, chronicled the downfall of many well-known CEO's and presidents. The editor's investigation into these failures led to one conclusion. All these one-time darlings of corporate boardrooms had failed to execute. Specifically, they could not bring a company's vision or plan into practical reality. Or, more often, they refused to cancel an idea or dismiss/demote/transfer a colleague in a timely manner. Granted, executive jobs require far more than these two actions. You are called upon to act as managers, even supervisors. Often you act as coaches and counselors, even cheerleaders and marketers. In today's downsized corporation you wear many hats, but none is more important than the cap marked 'execute'. When the buck stops, do you have the persistence and drive to push an idea or plan into a tangible product or service in the marketplace? Here's a hint. Follow through always shows up in a specific action by a specific person at a specific time in a specific place. "Research into possible markets over the next quarter," is not execution. "Nancy Phillips will launch the new product during a keynote address on April 12, 2000 at the WAP convention in San Jose." fulfills the four requirements of definite action, person, time and place. When a product, plan, manager, consultant or vendor is not performing, do you have the courage, self-confidence and wisdom to quickly and professionally cut them loose? The courage and self-confidence to admit you made a mistake in retaining or promoting something or someone that is no longer productive. The professionalism to give only one warning with a very limited turnaround deadline and specific final consequences. (Turnaround deadlines should never be more than 30-45 days.) By the way, in business 'executing' a person doesn't necessarily demand beheading (although there may be a few you would like to kill). It does demand removal from current position and authority. Last year I was asked to investigate a high tech firm with three years flat-line profits, two botched mergers, no reserve and a market leading product revision that was fourteen months behind schedule. I filed my report but turned down the consulting assignment. The president wouldn't execute and the BOD wouldn't fire him. As far as I could tell, there were no true executives anywhere in the company. Now they have laid off key engineering talent. They are factoring license contracts to pay rent and shareholders are threatening lawsuits. So, here's your challenge. This week, stop and look keenly at your quarterly calendar and departments' projects. Where are the specifics (action, person, time, and place) in your company's vision and market plan? Ask yourself what or who needs to be executed? After all it is what you are being paid to do. It's your exec's edge. P.S. If your title reads 'CEO,' 'President' or 'BOD,' take time this week to make sure your company's executives are indeed executing. (NOTE: Allies Consulting offers a menu of programs that can help you become masterful at your performance skills, or your staff to do so. They will meet or exceed your expectations: they are designed to deliver real results. They also leverage our other programs, magnifying your ROI!)
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