Build a supportive road to task execution; turn ideas into actions

PBN Staff

10/02/2010

[Ed. note: This column is the second in a two-part series.]

What differentiates the results-getters from the can’t-get-it-done-ers? It’s not strategy or vision or quality or any of the other usual suspects. It’s the execution.
So, in the first part of this series, we identified six “bridges” that enable effective organizations to take ideas and turn them into action.
In this final part of the series, we will identify “bridge builders,” tricks of the trade that will put time-tested tools and techniques in place.
Bridge-builder No. 1:
Create action plans
Action plans are the cornerstone of effective execution. Here are three steps to creating and using them:
• Step 1: Clarify your goals and standards. This step provides direction for the work, gives you something on which to base individual action steps, and helps determine when a project is complete. A good goal statement is specific, measurable and time bound. It is a statement of quality, quantity and the timing required for success.
• Step 2: The action plan’s basic components include action steps that break down the work to be done into tasks and activities, identifying the party/parties responsible for doing each step, a schedule with start and completion dates for each action, and resource requirements.
• Step 3: Minimize risk. A well-thought-out plan must include an assessment of the potential problems that could derail it and the determination of what will be done if problems occur.
Bridge-builder No. 2:
top performance
The evidence is overwhelming: when we believe people are capable, we treat them like they are capable, and they come to believe they are capable. Unfortunately, the converse is true as well. Learn to set high expectations across the board, then help translate them into behavior. One way to do this is by focusing on what low performers do well. Start where you and he have confidence in his ability to deliver results and move out from there.
Beware of self esteem-eroding speech. Even if you pride yourself on being a “straight shooter,” there is a right way and a wrong way to give feedback.
Do not say: “I want you to realize that this is the second time we’ve discussed your department’s lack of productivity. I don’t intend to discuss it again.”
Do say: “Last time we spoke, you said you felt an 8 percent increase in productivity was reasonable. However, the department is at 2 percent. What has happened since we last reviewed this issue?”
By focusing on the problem and not the person, the manager is able to address the issue without eroding the person’s self-esteem.
Bridge-builder No. 3:
Hold people accountable
We all know accountability is important. Yet in the heat of the moment, it seems faster and less of a hassle to just “let it go.” Don’t do it.
Boost accountability by setting people up for success. Three simple actions will help get things off to a good start:
• Clarify expectations.
• Establish unambiguous due dates.
• Schedule periodic check-ins.
When an employee misses a target, ask him these three accountability questions:
• What can you do right now to get back on track?
• How did you contribute to this situation?
• What can you do in the future to ensure this will not happen again?
These questions allow you to help the employee solve the problem, rather than trying to pinpoint blame and elicit excuses. Bridge-builder No. 4:
Involve the right people
Understand what “delegate” truly means. Managers must walk a fine line between the “dump and run” approach to delegation and the “over-engineered” (or “micromanaging”) approach. When you practice effective delegation, you:
• Provide enough lead time for tasks to be done right.
• Share relevant facts and the big picture.
• Assign jobs to people who are competent to do them.
• Build confidence and competence with sincere feedback.
Realize that sometimes it’s OK to be an autocrat. Other times you need to build consensus.
Rather than relying on instinct or going with your gut, you should use an objective, systematic process for making decisions.
Bridge-builder No. 5:
Facilitate change
Execution frequently requires a change in behavior on the part of those you depend on to successfully deliver the expected results.
Research shows that when leaders expect people to be resistant, they treat them that way. When leaders “push” too hard and “tell” people why they need to change, employees tend to react by becoming more entrenched in their own position.
Help employees “talk themselves into” wanting to change. To diminish change resistance, ask these two important questions:
• How important do you think this change is?
• How confident are you that you can make this change successfully?
When the other person gives you his “importance number,” instead of asking, “Why is the number not higher?” ask, “Why is the number not lower?” The idea is to use the person’s answer and expand on it to emphasize and reinforce his awareness of the need for change. •