Execution is King!

ILLUSTRATION BY RUTH MACAPAGAL

A plan is just a plan without proper execution. Ultimately, the proof is in the pudding. In the work with our clients, we see again and again how much of a challenge it is for most companies to get that final step right.

Execution and ruthless accountability are the hallmarks of great companies that are built to last any storm. Great companies have an inherent sense of urgency when it comes to getting things done. But how do we do that in a world where change is happening faster than ever before in history; and too many things seem important, especially when you are at the top?

How do you build a culture of ruthless accountability where things get done but— most importantly—the right things get done?

First of all, the world’s top 1 percent, the best-performing companies, do not confuse “busyness” with getting things done. For you to achieve a culture of ruthless accountability, you first need to have total clarity.

Execution starts with clarity

“But we know what we need to do!” most companies will say. Not true. There is usually a tremendous lack of clarity when it comes to daily execution and prioritization. Optimum daily focus comes from optimum long-term planning. The clearer your long-term plan is, the more clearly defined your goals are, and the more detailed you have planned out all the steps to reach them, the easier it will be for everyone to execute and hold each other accountable.

This means that you must plan the strategic road map for your business just like Napoleon, who rightfully went down in history as one of the most celebrated and successful battle commanders. The secret to his success? Ruthless planning up until the smallest detail including contingency plans. Most planning sessions in companies around the world and in the Philippines are too shallow and too superficial. No wonder people cannot execute properly and soft cultures with a lack of accountability blossom.

Assumptions and principles

To mention an example: One of the fundamental elements in every strategic road map planning that we do for our clients is to list all the major assumptions and principles behind the plan. Every plan you make is inherently built on assumptions and principles if you are aware of them or not. The goal of writing these down is so that you can check back later and compare, which assumptions were correct and which were not, and if they changed over time.

To illustrate this practice, an assumption could be: We assume that our core business will grow by X this year. Our customer base will grow by Y because we identified the underlying trend Z in the market, etc. You get the point! Principles and assumptions are the foundation of any solid strategic plan and road map.

If you are lacking some of these elements in your planning, then your overall long-term and short-term goals may not be as clearly defined and your strategic road map planning may be more shallow than you think or are ready to admit.

If so, then a culture of unsatisfactory execution is not entirely your people’s fault! It is challenging enough for most to hit a clearly defined target, but they can’t hit a target they cannot see or that is blurry. Proper execution and ruthless accountability start, therefore, with proper long-term and short-term road maps.

Ruthless accountability The next building block of execution is to hold each other accountable. Build a culture of ruthless accountability where everyone holds each other accountable all the time. Do not slip into a “soft” culture where people mistake a lack of accountability for a false sense of “harmony” and “being nice to each other.” As a leader, your goal is to build an organization that is ruthlessly focused on optimizing output and reaching your objectives.

This starts in the boardroom

This is especially challenging in the Filipino culture because people are more reluctant to tell each other that something is not good enough, or to insist on tight deadlines, and therefore not to tolerate mediocre or average performance. You don’t do anyone a favor if you allow them to slack off and not deliver what was agreed on or promised. Instead, you build a culture where mediocrity is first tolerated, then becomes the norm, and later is celebrated. Do not allow that virus to spread!

Communicate the ‘why’ —not just the ‘what’

Here is a secret: Top talent gravitates toward a culture of ruthless accountability and execution like moths to a flame. If you are having challenges attracting and keeping top talent, chances are you also have a challenge in your overall company’s execution and accountability.

How do the best-performing organizations operate? They communicate the “why,” not just the “what.” Next time you want something done, make sure you also communicate the “why,” not just the “what.” For high achievers, the 10/10, the top talent, you will not have to communicate the “how.” For anyone below a 10, you will. But in any case, the “why” will not only raise the overall performance levels but also the speed and accountability of execution.

What applies on a personal level between you and someone else you delegate tasks or projects to also applies to your business overall: If the “why” of your business is not clear enough, you cannot expect people to give their best and consistently outperform themselves and their competition.

What do I mean by the “why”? Your purpose, your reason for being, the “raison d’etre” of your business. Why are you there in the first place? Why should your business exist— and continue to exist? What is the value that only you can provide?

If you cannot answer these questions with absolute clarity, if you have not defined these answers clearly in writing, then I am afraid that an army of soldiers who execute day in and day out with ruthless accountability is still a pipe dream for your business.

Honesty and simplicity

Ask yourself the honest question: “How good are we at execution, from one to 10, on a company-wide level?” Do the most important things get done fast or are we constantly losing focus of our top priorities? Or are these top priorities changing too often? Again, this goes back to the ruthless and detailed planning, both short-term and long-term, I was talking about earlier.

The more clearly you can connect everyone’s daily actions to the long-term goals of your business, the easier it will be for everyone to execute. Think about the strategies that you need to execute on the way to your goal as a movie script in which you need to detail who does what and in which scene, so you can shoot the movie.

Complexity is the enemy of execution, and simplification is its greatest ally. Find out what has worked in the past. Then be sure to make it simple enough for people to follow through. Remember: Any idiot can make things complex, but it takes a genius to make things simple.

3 Action steps

1. Execution starts with clarity. Plan up until the details including contingency plans.

2. Build a culture of ruthless accountability where everyone holds each other accountable all the time.

3. Always communicate the “why”—not just the “what.” INQ

Tom Oliver, a “global management guru” (Bloomberg), is the chair of The Tom Oliver Group, the trusted advisor and counselor to many of the world’s most influential family businesses, medium-sized enterprises, market leaders and global conglomerates. For more information and inquiries: www.TomOliverGroup.com or email

[email protected].