(Cont'd)

Sometimes, it’s circumstances…things you hadn’t anticipated and couldn’t have reasonably expected to happen. In those cases, about the best you can do is just deal with it. Reevaluate. Now that we’re here, what are our options? Art Linkletter once said, “Things turn out best for people who make the best out of the way things turn out.” You could whine, and moan and gripe or blame, but none of those will move you forward toward your goal. If it was a devastating event, it’s certainly appropriate to acknowledge the catastrophe and mourn or console for some period of time. I think of this as an expression of resiliency.

To ignore the emotional response people have to major setbacks is inhumane and completely counterproductive. But after the emotions have been validated and allowed to begin to heal, moving on can restore a sense of purpose and accomplishment.

There is something about execution that deepens a sense of community, commitment and value. I recall a major layoff I helped orchestrate at one of my former employers. It was a demoralizing event, but those of us in HR did everything we could to make the process go smoothly for the managers and employees, both those laid off and those that “survived”. That experience bonded us in ways we would never have imagined…much the same way we see communities bonding and helping in the face of natural (or planned) disasters.

In another instance, last month, I attended a conference of about 80 people many of whom were just meeting each other for the first time. As a warm up exercise, we played a game called Yan-Koloba®, a game rooted in African tradition that teaches teamwork. As we mastered the song, motions and rhythms, very quickly a true sense of collaboration and teamwork evolved. As more people joined the group, we were eager to explain to them how to “do it well” because we wanted to welcome them into the community and wanted them to experience the same euphoria and pride that we had at mastering the game. (The euphoria led me to become a facilitator of the game myself.)

So what allows for “doing it well”? Having and following a plan (or delivering on certain quality standards) are ways to measure “wellness”. It’s hard to imagine calling it “execution” when actions are random or meaningless. One has to know what “well” is in order to do it ‘well’.

At this point, execution is about behaviors and actions. The goal or vision is still guiding you, but your attention is on the task immediately at hand. Once you’ve set a goal, you must know what actions to take along the way. I believe this is a mistake some people and organizations make. They stay focused on outcomes and not the behaviors that lead to those outcomes. If a football team needs to gain 30 yards, it’s insufficient to just focus on the 30 yards. Someone needs to tell one of the wide receivers to run down to the 40-yard line, turn inside and look for the ball. (OK I’m not really steeped in the language of football, so there’s probably a better way to say that, but you get the idea.)

Doing it well also takes discipline. Doing the right thing even when it’s inconvenient or scary. (This is where having a coach is really helpful.) Left to their own devices, without any alliance to the greater good, the mission, the group, humans will sometimes take the more convenient road. A coach will add another dimension of accountability, encouragement and support.

Great execution takes having an action orientation. Constantly moving forward. Not letting moss grown under your feet. Resistance and procrastination are the bandits of time and outcomes. Vigilance, being alertly watchful helps you identify when things might be getting off track. Not ignoring warning signs or having wishful thinking hoping for the best when your gut says “uh oh”. Finally, great execution takes constant communication. All parties involved need to stay in communication with each other. A great leader will make sure that there are sufficient structures (meetings, emails, memos, etc.) to enable the smooth flow of information. What may seem inconsequential to one person might be a major warning or opportunity to someone else. One way to prevent surprises, duplication of effort and missed handoffs is by making sure everyone is aware of what the rest of the team is doing.

Execution: great leaders do it well.