1.
Strategy Execution
The Missing Link

2.
Strategy is a commodity.
Execution is an art.
‐ Peter Drucker

3.
"Without strategy,
execution is
aimless. Without
execution, strategy
is useless."
– Morris Chang, CEO of TSMC

4.
What are some of
the biggest
challenges you
have faced in
executing your
strategy?

5.
Tips, tools and
tactics for
improving your
execution

6.
“At it’s essence, execution consists of a set of
behaviors performed consistently over time.”

7.
Six sources of influence that
powerfully shape human behavior

8.
Engage four or more sources and your
odds of success increase 10X!

9.
How do you
move a
boulder?

10.
“If you want to move that
boulder, you’re going to need a
longer lever.”

11.
Structure

12.
A Picture is
Worth a
Thousand
Words . . .

13.
IN CASE YOU WERE WONDERING,
THIS IS NOT A PICTURE . . .

14.
Drive new total contract value (TCV) of _____ from ____ new
clients and deliver EBITDA of ____ of revenue while scaling
the business for sustainable growth and expansion
Sample One Page Strategic Planning Document
Become the global leader in ________ that continuously
optimizes the best for our people, our planet and our profit
Strategic Intent 20XX Strategic Objective
5 Key Strategies
Aligned Strategic Initiatives
Capitalize on a High
Performance Team and
Culture to drive innovation
and exceed strategic
imperatives
Optimize our customer-
centric Product Discipline
to drive market leadership,
customer satisfaction, and
profitability
Leverage our Unique
_______ Value
Proposition to deliver our
brand promise of ______
Maximize Strategic Client
Acquisition opportunities
within targeted verticals and
regions to drive accelerated
growth
• Executive Team
• Performance Management
• Learning Organization
• Build vs. Buy
• Industry-Specific
• Product Strategy
• Product Roadmap
• Thought Leadership
• Rebates and Incentives
• Market Research
• Manufacturing
• Logistics
• Deployment / Consulting
• Account Management
• TCV achievement
• Direct Sales
• Channels / VARs
High Performance
Team and Culture
Product Management
Discipline
Unique Value
Proposition
Scalable Operational
Processes
Strategic Client
Acquisition
Exploit Scalable
Operational Processes to
increase margins and
ensure effectiveness and
efficiency

15.
Regular
Meeting
Cadence

16.
“Never begin
a meeting
without an
agenda.”

17.
“Never conclude a
meeting without asking,
who, does what, by
when, and how we will
follow up.”

18.
Scale the structure
based on the size of
your organization.

19.
OKRs (Objectives &
Key Results) – born
at Intel, made
famous by Google

20.
Establish a
Regular Goal
Setting
Rhythm

21.
Annual,
Quarterly,
Monthly?

22.
“3.5X More
Likely to be in
the Top
Quartile of
their
Industry.”

23.
What factors
should you
consider in
setting your
cadence?

24.
Look beyond the executive
management level

25.
Bottoms Up & Cross
Functional Approach to Goals

26.
How do we create clear linkages between
my job and the company goals?

27.
Software Tools Can Help

28.
“The broader the base of participation in its
creation, the more likely you'll see follow
through in its execution.”

29.
“If they don't weigh in, then they
won't buy in.”
– Pat Lencioni

30.
Meet Dana
Born

31.
Context is Key

32.
Why is this product redesign such a big
deal?

33.
Why is attracting and retaining top
talent such a big deal?

34.
Relentlessly ask this
question:
“What is our most
important
priority?”

35.
1. START WITH THE BASICS
– How Long In Role
– Successes
– Challenges
– Next Positions and When
– Strategic Needs/Wants
– What Messages/Coaching Should They be
Getting?

36.
CHARACTERISTICS Of SUCCESSFUL
PROGRAMS
• Simple
• Focused on performance and potential
• Involves all leaders in the organization
• Includes employee input
• Driven by the top leadership
• Owned by the line
• Supported by the HR group

37.
2. PERFORMANCE AND POTENTIAL
• The measure of a true leader is certainly not
their list of achievements; their true leadership
legacy will be in their ability to grow, develop,
& nurture future leaders that would follow
them in times of crisis and behave in a way
that is similar to the leader that taught them.
• You impact and change many people’s lives
• Believe it or not, they want to be you

38.
PERFORMANCE
• Degree to which an individual meets pre-set work
expectations
1 = Below expectations
2 = Meets expectations
3 = Exceeds expectations

39.
POTENTIAL
• Ability to change, adapt and learn based on experiences
1 = Is not open to feedback; does not learn from past
experiences; is not focused on own development;
reacts in similar fashion in all situations.
2 = Is open to feedback; can learn from past experiences;
focuses on development of self, but tends to be more
reactive than proactive; shows some ability to adapt to
the situation or moment.

40.
POTENTIAL
• Ability to change, adapt and learn based on experiences
3 = Seeks out constructive feedback and adjusts behavior
based on this feedback; can learn in the moment as
well as from past experience; anticipates future
changes and is proactive in dealing with them; focuses
on self-development and fosters growth in others.

41.
TECH EXPERT
KEY
PERFORMER
SUPERSTARS
DANGER ZONE
SOLID
CONTRIBUTOR
MOVERS &
SHAKERS
MOMENT OF
TRUTH
UNDER
PERFORMER
MISMATCH
DEVELOPING

42.
3. INTERNAL COACHING &
MENTORING
• Goal Setting - agenda/monthly/yearly
• Listening
• Communication (give/receive Feedback)
• Tracking Progress
• Follow Through
Role-Model – Do not put too much pressure on self
Cannot be all things to all people at all times

43.
COACHING DO’S and DON’TS
Do:
• Clear Goals
• Provide Feedback not Feed‐Around
• Enthusiasm and Optimism
• Clear Performance Expectations
• Provide Recognition (by knowing them)
• Solicit Feedback from Protégé

44.
COACHING DO’S and DON’TS
Don't:
• Label People – A’s and B’s
• Punish for Mistakes
• Miss Opportunity to Learn
• Dwell on Past Failure
• Not Coach Owners/Top‐level Executives
• Allow Disinterested to Skip Coaching

45.
4. STRUCTURED DEVELOPMENTAL COACHING
• Content – What will meeting look/feel like
• Structure – What is agenda
• Frequency – What can you commit to
• Location ‐ Neutral
• Timing – Squeaky Wheel does NOT get the
grease
• 3 positives for every negative

46.
DEVELOPMENTAL SUCCESSION PLANS
• SMART GOALS
• MEASURES
• ACTIONS – Small leads to success
• SUPPORT PEOPLE
• HOW CAN ORGANIZATION SUPPORT YOU

47.
Let’s Connect
Dan Griffiths is the Director of
Advisory Services at Tanner, a
CPA firm based in Salt Lake City.
He provides strategic and
business planning, business
coaching, and leadership
development. Contact Dan at:
dgriffiths@tannerco.com
Or connect with him on LinkedIn:
www.linkedin.com/in/dangriffiths
cpa