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Execution getting things done

Execution: the discipline of getting things done discusses the execution process and requirements for effective execution.

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Execution getting things done

  1. 1. EXECUTION THE DISCIPLINE OF GETTING THINGS DONE RASHEED Adegoke
  2. 2. WE WOULD LEARN… • …how to turn strategy to action • …about personal effectiveness • …winning leadership skills • …why good strategies sometimes fail • …why not so good strategies sometimes succeed • …how to manage our time • …the many meaning of execution
  3. 3. OUTLINE What is Execution? Why learn about execution? Key Execution Skills  Personal Effectiveness  Team leadership  Communication Key Learning points Discussion
  4. 4. WHAT IS EXECUTION?
  5. 5. EXECUTION IS… The discipline or the set of actions that ensures what needs to be done gets done… …and more importantly that it gets done right and on time.
  6. 6. WHY LEARN ABOUT EXECUTION? • Is Execution such an important topic? • Is Execution not the same thing as strategy? • Can Execution be learnt or its pure luck? • What’s the role of external factors/interference? • Why is execution failure commonplace?
  7. 7. Execution IS NOT Strategy Strategy is a proposal on the way to get to the promised land (incredible profitability for shareholders, increase in market share, huge cost saving etc.) Execution is travelling down the road and reaching the goal. Without proper execution, you only end up with a huge gap between strategic promises/intent and actual results.
  8. 8. Examples of Execution failures… “In the year 2000 alone forty CEOs of the top two hundred companies on fortune 500 list were removed-not retired but fired or made to resign” This trend continued in 2001 and was clearly evident in 2002 This affects not only the CEO but also the employees, alliance partners, shareholders and even customers. …lastly, Nigeria is also an example of execution failure Compaq CEO Eckhard Pfeiffer
  9. 9. DEVELOPING EXECUTION SKILLS • INDIVIDUAL EXECUTION: Personal Effectiveness • GROUP/TEAM EXECUTION: Leadership Skills
  10. 10. 1. Keep account of your TIME 2. Know what NOT TO DO 3. Cash in on your STRENGTHS 4. Avoid the PERFECTION TRAP 5. Don’t PROCRASTINATE 6. Minimize INTERRUPTIONS 7. Keep CLUTTER OFF YOUR DESK INDIVIDUAL EXECUTION Personal Effectiveness Jack Welch
  11. 11. 1. Avoid (further) time wasters 2. Keep a log of your time usage 3. Prioritise based on importance not urgency INDIVIDUAL EXECUTION Keep account of your TIME Jack Welch
  12. 12. 1. Don’t wait for the perfect time because there ain’t any 2. Don’t wait till you come up with the perfect solution because… 3. Only few occasions in life require perfection. 99% of the time, less than perfect, that works, will do. 4. Perfection leads to procrastination. INDIVIDUAL EXECUTION Avoid the perfection trap Jack Welch
  13. 13. 1. Keep these to the barest minimum • Meetings • Telephone calls • Visitors 2. Any meeting that does not end up making you wiser should not occupy prime-time 3. Maintain visiting times within the week and block out other times from obtrusive visitors INDIVIDUAL EXECUTION Minimize interruptions Jack Welch
  14. 14. TEAM LEADERSHIP To be effective as a leader, you must first master the personal effectiveness skills. Don’t forget your troops will learn more from what you do rather than what you ask them to do…
  15. 15. 1. Know your People and your Business 2. Insist on realism 3. Set clear goals and priorities 4. Reward the doers 5. Follow through 6. Expand people’s capabilities 7. Know yourself TEAM EXECUTION 7 Essential Leadership Behaviors Jack Welch
  16. 16. 7 Leadership… Know your people and business Know your people… Build mutual trust between yourself and your people Know your business… And help your people also know as much as you.
  17. 17. 7 Leadership… Insist on realism Realism is the heart of execution You need to know your team’s strength and weaknesses Do not act the proverbial ostrich about the weaknesses…
  18. 18. Focus on few very clear priorities and make sure everyone grasp them Speak in clear, common sense language Live by your priorities… 7 Leadership… Set Clear goals and priorities
  19. 19. Link reward to performance Link individual targets to corporate objectives 7 Leadership… Reward the doers
  20. 20. Periodically cross check that everyone is doing what they are supposed to be doing. Have feedback mechanisms that throw up exceptions 7 Leadership… Follow through
  21. 21. 7 Leadership… Expand people’s capabilities One of the most important parts of your job is to pass it on to the next generation Coach your people to develop their skills A good leader must have a visible successor…
  22. 22. 7 Leadership… Know yourself Know yourself: be authentic, not fake Keep ego in check Show humility… you may be able to learn from others in the team Be confident
  23. 23. COMMUNICATION • Execution cannot happen without robust dialogue • Leaders must create the environment for open communication • Formality suppress dialogue, informality encourages it • DO NOT UNDO YOURSELF BY ENCOURAGING BACKSTABBING, “EYE-SERVICE”, ETC.
  24. 24. LEARNING POINTS
  25. 25. EXECUTION Key learning points Execution is key to individual, team and corporate success Good strategies may fail due to poor execution Not so good strategies may success due to excellent execution Leaders must drive execution Strong, effective individuals make for efficient team execution Remember and use the 7-skills for personal effectiveness and team leadership
  26. 26. THANK YOU

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