4 Steps to Better Execution and Results

Getting things done, done well, and done consistently is something that any leader can list as a utopian state. We all want outstanding execution, from our teams and from ourselves. There have been numerous books, articles, and videos created on the subject of better execution. Yet it remains one of the biggest obstacles and differentiators between people and organizations. It sounds like it should be easy, right? It is just a matter of getting something done the way it is supposed to be done. However, if it was easy, everyone would be doing it.

The truth is distractions, time management, communication, and consistency are all enemies of good execution. These are also extremely challenging in themselves to master, ensure that groups of people understand to the same levels, and get the work done as expected. I do not believe there is any single thing or way that leads specifically to ongoing and consistent execution, but there are steps you can take that will ensure you are moving towards that outcome. Here are four key elements in building an environment that is set up for excellence.

Expectations

Everything good starts with a clear vision, a well-documented plan, and communication that defines each of these to those that will be involved in bringing that vision and plan to life. Reinforcing the message, over and over without wild swings in what that message is, is the only way to really ensure that everyone has a clear understanding of what the desired and expected outcomes are.

Setting the expectations is not enough, it is also about sticking to the most important ones you establish. Said differently, you cannot have so many expectations that it is impossible to know what they all are and how they relate to each other. Keep your desired outcomes narrow and clear. There can be no conflict in priorities. There needs to be clarity in the mission and what the results will be when completed.

Behaviors

When working with people, their actions are ultimately what will determine the experiences that are created. When discussing behaviors, it is always a two-step process. One cannot espouse the behaviors they want without also observing what the realities are. Feedback and coaching are paramount to creating the necessary behaviors to achieve success. We all need it, in some form or fashion; feedback truly is a gift that we must embrace, regardless of where it comes from. It too must be concentrated on what is most important to achieving the objectives we are looking for.

Routines

From defined behaviors comes the ability have repeatable behaviors. Habits and routines are what establish consistency. Following the framework that Charles Duhigg laid out in his excellent book, The Power of Habit, habits come from a cue, action, and reward cycle that drives our behaviors. The coaching and feedback we provide can create the pattern that delivers the output that are set forth in the vision and plan.

Without routines, it can be very challenging to get the necessary consistency to reap the rewards that come from execution. It is sometimes overlooked, but you hear it a lot in sports when coaches that are winning talk about how the team ‘executed the plan we drew up.’ Or, the opposite: ‘we had a good plan, but we just didn’t execute it as well as we needed to.’ The plays (PLAN) are laid out in practice sessions. The players continue to work on that play (BEHAVIORS) until it becomes second nature to them (ROUTINES). They know where to be, when to be there, and what to do. When done well, and done often, you score the points (OUTCOME).

Outcomes

There will always be a result from your actions and routine. Whether it is the result you sought is completely defined by the above steps. Was the plan well communicated? Did all of the necessary actions take place? Did they happen repeatedly? The ability to measure that effectively is a critical element of outcomes. How do you know if or when success will be reached? Do you have the correct measures in place to be able to coach effectively? Are you able to provide the feedback that will steer the team in the direction that will lead to realizing the vision you established while setting expectations?

Outcomes are not just numbers on the page. They are the collective output of those that have been tasked with executing the plan. Having multiple viewpoints into the desired state will allow you to understand the level of execution you are achieving. Having only a single measurement point, such as sales, may not provide the entire picture. Is it coming at the expense of something else (i.e. margin)? Using these measures is how you can continue to refine the necessary behaviors and routines to ultimately land in exactly the spot you set out for in the beginning.

Execution is a monumental subject and I am certain there will be more and more written about it in the future. It is the barrier to getting things done with excellence versus just crossing things off a list. I find it to be the hardest thing I manage, for myself, for my team, and those I support. It takes real grit, practice, and effort to maintain the levels of concentration needed to fend off distraction, the temptation for additional complications, and even boredom. But beginning with a clear expectation, defining the behaviors needed, creating routines from the feedback received, will lead to the desired outcomes you seek.

How can you use these four steps to improve the execution in your business?

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