Art of Managing—Moving Beyond A Failure to Execute

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

Ram Charan writing in his article, Conquering a Culture of Indecision (found in the HBR 10 Must Reads on Making Smart Decisions collection), offers, The single greatest cause of corporate under-performance is the failure to execute.”

While there’s a Thanks, Captain Obvious, feeling inherent in Charan’s statement, it’s his explanation that should give most corporate managers a cause to pause and even squirm just a bit.

I paraphrase: Such failures (to execute) usually result from misfires in personal interactions…and it’s these poor personal interactions that perpetuate a culture of indecisiveness.

Charan goes on in this very useful article to focus on the issue of building a culture to promote the right type of honest, robust dialog that leads to decisions.

There’s little doubt in my mind that decisions are the fuel that creates locomotive power in organizations and that high quality dialog leads to better decision-processes. The absence of timely and unified decisions on direction and priorities, not only sustains the status quo, it creates a corporate trap where people act like there feet are encased in cement blocks. Movement slows and when it occurs, it’s disjointed and short-lived.

The lack of healthy dialog manifests itself in a variety of symptoms in an organization, however, there are three key contributors to a failure to execute that jump out at me over and over again in my travels:

1. A wholesale failure of senior leadership…from providing clarity on direction and strategy to actively working on building and reinforcing an environment that promotes accountability for execution, learning and continuous improvement.

2. The absence of an empowered and unified middle-layer of management. While senior leadership is again at fault here, the layer of mangers in the middle controls the work that gets done in a firm and often has more power than it understands or uses in pursuit of execution.

3. The lack of creative or productive tension or dissatisfaction on the part of the entire workforce that good isn’t good enough, AND the belief that they are charged with the task of doing something about it.

While it’s easy and appropriate to indict senior management for all three of these contributors to poor performance, the issues tend to be more sins of omission than commission.

Most senior leaders care about their firms, their teams and their results and spend their time working hard in the business. And most middle managers work extraordinarily hard to keep things moving, often while coping with being under-staffed and operating in a state of uncertainty over the bigger picture of the firm and its strategies.

Resolving the failure to execute problem is much more like a long-term fitness program than a quick weight-loss diet. It involves changing the thinking about what’s most important for organizational health and success and doing the hard work of developing new habits that support continuous improvement.

It’s the hardest work senior leaders and managers will ever do.

7 New Habits to Help You Move Beyond a Failure to Execute:

1. Start and sustain a company-wide dialog over direction. Everyone who walks through the door in the morning must know where the firm is headed and why. The lack of context for direction and specifically for how team and functional priorities connect to corporate priorities is a guarantee of poor execution. Fixing this starts with the right, regular conversations.

2. Work hard to link functional and individual goals to the corporate goals. While this sounds like some advice from our friend, Captain Obvious, it’s more the norm that I find firms where corporate goals are vague and there’s little cohesion between individual and functional goals and corporate direction. The failure to align here guarantees failure.

3. Move faster and smarter. Redefine the operating cadence to reinforce communication on performance and to encourage learning and improvement. Consider applying Agile approaches to your operations meetings, where reinforcement and focus on priorities occurs constantly and the emphasis is on identifying and solving problems. Frequency, speed and focused built upon a foundation of accountability…priceless. End the debating society culture that pervades most operating meetings and focus on talking about what it takes for the firm to win…one decision at a time.

4. If you are the CEO, rethink your role. Seriously. If you signed on for the job…all of this is on you. You control the corporate agenda, you are a major contributor to forming and framing the working environment and you own bringing clarity and direction to confusion. If you’re not the CEO help him/her succeed with these important tasks.

5. Give the customer a chair in every meeting. Literally. A nameplate at the table, a stuffed animal or a cardboard cutout…I don’t care how you remind yourself that the customer is present, just do it. If the focus is on new markets and future strategies, these new…even blank-faced customers must be present as a reminder that no strategy works and no execution plan is worthwhile unless it aims to do something for someone who can pay you for it.

6. Invigorate mid-level management. Help them recognize their critical role in execution success and ensure that senior leaders, give them support to improve instead of giving them hell when things don’t go right. If this layer of talent is weak, top-grade the talent to build strong management here. These are your future senior leaders.

7. Get the whole company involved in the wins and the lessons learned. Build the excitement and creative tension to improve by celebrating and sharing the small and big victories. The workforce at large has to buy into the idea that execution and continuous improvement are their responsibility. Management must bring this to life by ensuring that the heroic efforts, great victories and even challenging lessons are made visible as part of the daily culture of the firm.

The Bottom-Line for Now:

There are no silver bullets or simple solutions for business execution challenges. It’s a journey that starts with senior leadership and all of management focusing on what counts…giving clarity to direction and goals and working non-stop to support the people working hard every day who help you move closer to your goals. It’s good, old-fashioned, grind-it-out hard work. But once it starts to take root in your culture, the habits of winning take over and the work doesn’t seem so hard. Just exhilarating.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

Leadership Caffeine—What Frequency are You Broadcasting On?

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

In a conversation with a good friend and highly respected retained search professional, the topic of a “leader’s frequency” was raised.

I like the metaphor, although my friend might describe it as much more real than metaphor. For my own interpretation however, I’ll describe the leader’s frequency as that invisible but palpable energy and unspoken message that he or she clearly broadcasts on about their work, their values, their team members and their confidence or positivity in succeeding at the mission. It’s not words…it’s that innate sense of energy and clarity for the work that we perceive when we work with these individuals.

No Static at All:

Jim Collins describes a Level 5 leader as someone whose profound humility and fierce sense of commitment enables them to pick up an organization on their shoulders and carry it through difficult times or from good to great. This leader’s frequency is particularly palpable and free from static. In my own experience, the leaders who stand out…the ones who moved the needle for teams, individuals and organizations all broadcast on a frequency that is easy for us to hear and to understand with minimal amounts of noise to distract us from the message.

Frequency isn’t about volume, it’s about clarity. Effective introverted leaders broadcast on their own, clear, powerful frequency without the noise of their extroverted colleagues. The signal-to-noise ratio is just right for easy interpretation by the rest of us.

For those leaders who are less effective, engaging with these individuals is like trying to tune your car’s AM radio around power lines or when that great song on the FM fades in and out as you move further and further away from the source. You get split seconds of clarity interrupted by static and crossover from other sources. The result is stressful and your reflex is to reach for the dial and change.

Attitude Drives Frequency and Clarity:

What you broadcast and how clearly you broadcast starts with your core attitude. And while we cannot control our DNA, I’m a firm believer that we all control our attitudes. Operate on a frequency with a message that says and shows failure or negativity, and you’ll likely encounter a good deal of both. The opposite holds true, in my opinion, when your core attitude is positive and reflects one of striving for success. The frequency is particularly perceptible when your core belief in success and in the abilities of others to achieve success is strong.

The Bottom-Line for Now:

With apologies to physicists and radio hobbyists for my abuse of the notion of frequency, I still like the metaphor. If one of the definitions frequency is, “the particular waveband at which a radio station or other system broadcasts or transmits signals,” I’m ascribing leaders to “other system.” We all broadcast on our own frequency and the clarity of what is perceived is a function of our own attitudes and of course our core beliefs in ourselves and our colleagues. Those who broadcast on a clear frequency with a message that supports building and growth are the ones who propel organizations and teams.

What are people hearing on your frequency?

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Leadership Caffeine—In Challenging Times, Keep Fear and Failure Outside Looking In

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

Every organization and every team runs into challenging spots. Life and business don’t always work as planned. “Man plans and God laughs,” as my former CEO would recite.

It’s the rough patches that teach you and require you to cultivate your leadership character, and part of this is keeping fear at bay and the specter of failure out of mind and out of the vocabulary of your team.

Every manager and senior leader looks like a genius when the tide is rising and business is good. All too often however, the rising tide masks the real issues of performance and the gaps in strategy and execution that become painfully visible as the rising tide slows and begins to recede.

The tendency at the initial sign of challenge….a missed quarter or two, or a blown forecast, losing ground to a competitor is to flail. While we don’t set out to flail, a series of knee jerk reactions around cutting costs and killing programs or adopting a series of “short-term” fixes, shout FLAIL to everyone around us.

Once the flailing starts, fear and failure sensing a weakness in the defenses, begin to insert and assert themselves in the minds of your team members. Needless to say, nothing good happens when a team or organization suddenly falls victim to fear.

Deming’s point #8 paraphrased: managers must strike fear out of the organization.

6 Ideas to Keep Fear and Failure On the Outside Looking In:

1. Be open and transparent with your team about the challenges. Nothing invites fear and failure to the party like keeping bad news from people. Everyone knows when things aren’t going right, but what they don’t know is whether it’s bad or really bad.

2. Invite your team to be part of the solution. More than a few leaders have fallen victim to the “I am in charge, I have to come up with the solution” trap. Effective leaders understand the power of harnessing the team’s collective gray matter around key problems.

3. Resist the urge to substitute a well-developed long-term strategy with temporary, short-term compromises. It takes leadership courage to stay the course in the face of short-term headaches…this courage is something that is all too lacking in many organizations.

4. Do recheck the core assumptions around your strategy. While I don’t want you to sacrifice the long-term for short-term, I don’t want you to blindly grasp to something that isn’t as well baked as you might have thought. It’s a good time to review your strategic thinking and then to assess whether the execution approach is serving you well.

5. Redouble your efforts to celebrate victories…even the small ones. Success begets success, and it does nothing but help when you single out the successes during a challenging period.

6. Don’t stop the talent machine. Keep supporting the development and growth of your team members and don’t stop working to get the right people on the bus and those who don’t fit, off the bus. No timeouts on talent allowed!

The Bottom-Line for Now:

Your greatest successes will come from navigating challenging situations. It’s the hard times that require you to operate at your professional best and it’s during these times when you learn what it means to truly lead. Although it might seem odd to suggest it, enjoy the challenges, as you will not pass this way again and you will not find a better teacher.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Art of Managing—The Pursuit of Excellence is a Choice

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

Too few managers and management teams talk about what it means to promote a culture of business performance excellence in and across their organizations. Even fewer work on it.

Perhaps the lofty sound of anything with “excellence” in it creates an eye-roll or seems like some far-away mirage best left for pursuit inside classrooms. It’s great fodder for business books as well. Perhaps it’s the reality that by admitting that you are striving to pursue business performance excellence, you are admitting that you or your team or your firm is one or more degrees separated from anything resembling excellence.

It’s hard to show up at the management team meeting and say, “We suck, and we have to do something about it. Or, “We’re good, but we’re not great and we should do something about it.” It’s a difficult conversation to start, but one that offers remarkable potential for tangible outcomes once a firm’s senior managers have opened up to the topic and accepted the challenge to pursue excellence.

The Common Symptoms of a Systematic Failure to Pursue Excellence:

Many organizations struggle with a number of very common issues. They lack cogent direction. Strategies are incomplete or missing in action or in some state of flux. Employees are unengaged and unaware of how their efforts and functional or vocational goals plug into the bigger picture. Priorities are fuzzy and ever-shifting. Customers aren’t particularly loyal or happy. There’s cross-border conflict between functions where there should be cooperation and collaboration. Metrics are fuzzy and mostly rear-view mirror looking. And finally, there’s an incredible amount of waste and inefficiency due to poor and undocumented processes.

If these sound familiar, you’re in an environment where management has failed to step up and align on the pursuit of business performance excellence. It’s a choice waiting to be made.

It’s the System, Stupid!

The late, great quality expert, W. Edwards Deming spent much of his career chastising managers for the systemic failures they perpetuated through their sloppy practices. He offered: “85% of organizational problems are system related and only 15% are related to people.” While I’m not certain of the derivation of those precise metrics, I’ll wager my 30 years of management and leadership experience that his theme is spot on.

Deming was quick to highlight the sins of management and the failures of the management system employed by many firms, including: lack of constancy of purpose, mobility of management, poor evaluation practices, the failure to eliminate fear from the workplace and others. Their presence along with the maladies highlighted above are all indicators that a management group has not decided that business performance excellence is a worthy pursuit.

What It Looks Like When It Works:

Whether a firm uses a formal framework such as Baldrige and its Criteria for Performance Excellence or one of the other Quality/Business Management Systems, or, it pursues high performance with common sense and unity of purpose in a home grown manner, the outcomes when the system is working right are recognizable and desirable:

  • Employees see how their work connects to the firm’s larger goals.
  • Everyone understands strategy and everyone has a role in executing it. Many are involved in creating it.
  • Employees are involved in the activities of improving the business and are serving customers with passion. They feel like true stakeholders in the enterprise.
  • Problems are met with a fierce resolve for not just a fix, but systemic improvements built around clear processes and measures.
  • The environment promotes healthy debate and regular dialog on tackling the tough issues.
  • Financial results and key indicators improve. Done right, they thump the performance metrics of close competitors.
  • Customers vote with budgets and loyalty for the firm’s products and services.

The Bottom-Line for Now:

I’ve had the good fortune either as a consultant or an employee to work around and in firms large and small where the pursuit of business performance excellence provided the motive power for greatness. Whether it was the small, owner-led firm where her enthusiasm and passion for doing remarkable things for her firm’s clients infused the culture with the drive to excel, or it was the mega-firm where management pursued quality and customer satisfaction with relentless energy and precision, excellence is alive and well and much more than a myth. Neither firm started from a foundation of excellence, they started with a commitment to become great. The pursuit was the journey of a career for the people involved. It starts with a simple, deliberate decision.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

Art of Managing—Don’t Set Artificial Limits on Employee Involvement

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

A firm’s senior leaders and managers are supposed to feel the weight of responsibility for the health of their organization. It comes with the job. However, no one suggested they bear the weight of the worries or the burden of finding the solutions in silence and without ample support from the broader employee population.

Too often, groups of well-intended senior leaders and managers spend the lion’s share of their collective energy in discussion, debating and frankly, worrying over issues of direction and performance without drawing upon the considerable gray matter found somewhere outside the conference room doors.

Of course, failing to involve the employees in the business of your business is the mistake that keeps on giving…just in the wrong way. Instead of feeling involved and (here comes that pop management word) “engaged,” individuals are effectively placed on the outside looking in at the corporate walls and wondering what’s going on in there.

In my experience, people do their best work when they have context for “why it matters” and ample input into suggesting and implementing improvements. The “closed door” approach of self-proclaimed “open door” managers is a formula for failure. 

Sins of Omission or Commission? And Don’t Forget to Ask:

Oddly, when questioning a firm’s senior managers about my observation of the citadel like approach to working on a business, I frequently walk away concluding that involvement limitations are more sins of omission than commission. (Although, there are exceptions!)

In some instances, there’s a deep regard for how hard the employee base is working in the business and a hesitancy to ask for more. That’s noble, but short-sighted.

In other instances, I’ve found senior managers who are almost embarrassed to be asking for help on topics that they perceive are core to their jobs. Sounds like hubris getting in the way of common sense.

And for a few senior managers, my highly clinical observation is that it never occurred to them to involve more people to work on the business. Cue Homer Simpson and a loud, “Duh.”

If you are interested in increasing the flow of ideas, improving overall performance and having your employees treat their jobs like they are part owners of your business, it’s critical to get them involved in helping you work on the business. However, getting started can be awkward. Here are some ideas to help you pry open the citadel doors and let in some fresh air and fresh ideas.

6 Ideas to Jump-Start Improved Employee Involvement:

1. Share the targets and the results. The once per year vague recap, usually couched in percentages, doesn’t cut it. Share key revenue, profitability and efficiency targets AND results and explain what they mean to the firm’s situation. Get creative with this. I’ll still never forget the Town Hall Meeting where the CFO played guitar and sang the results. By the way, this is really working when the employees are active in setting the targets and pushing themselves harder to meet the targets than you ever would have.

2. Teach your employees about your business. Take a lesson from Jack Stack in The Great Game of Business. Don’t assume that employees understand terms like EBIT or the various financial metrics you use to report performance. Take the time to teach them what these numbers mean and importantly, how their work impacts the numbers.

3. Share (and ask about) market and competitor dynamics. While it might be tempting to roll out your strategy plan as a first step in getting employees more deeply involved in your business, a better place to start is to help everyone understand more about the markets that you are competing in and moving towards. Use tools like Porter’s Forces or a simple P.E.S.T.E.L. (political, economic, social, technology, environmental, legal) framework to get everyone on the same page. Do this iteratively by sharing the high level view and ask for input at the departmental or team level and roll it back up and make it the company’s view of the external environment.

4. Give your customers a voice. One of the most “engaging” activities you can do is ask for input from all customer-facing groups on what’s really happening in their businesses and with your offerings. Better yet, after asking your employees, bring some customers into the process (interviews, company visits, advisory boards). Ensure that everyone from the front door to the factory floor has access to the customer insights.

5. Begin involving the employee base in strategy. The above items…sharing targets and results, assessing the external environment and cultivating a fresh view from the perspective of the customer are fairly straightforward. Getting a broader employee base involved in strategy is a journey not an event. Explain the present view and then ask for questions and begin to solicit ideas. Involve all of your managers in understanding the firm’s strategy in detail and then work with them to define a mechanism for teaching and challenging assumptions, asking questions and suggesting ideas. I don’t mean to simplify this step…it’s challenging and requires on-going, deliberate work in creating and executing strategy. As needed, ask for outside help to build the right processes and programs to make this meaningful and actionable.

6. Leverage the collateral ideas. Often times, one of the benefits of driving a process with the actions above is a flood of new ideas…many operational and efficiency oriented. Ensure that people and teams have a means for implementing the ideas and then measuring and reporting on their impact over time.

The Bottom-Line for Now:

This isn’t a program of the month, it’s a deliberate and on-going process to gain ideas and input, and importantly to capture more of the creativity, energy and overall gray matter of a team that in the right circumstances, wants to give more. But remember, if you fail to sustain or to leverage the good input you’ll simply exacerbate the problem you set out to solve.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.