It’s a tall order, but to provide successful business leadership you need to ensure that three skillsets exist in your organization and are applied effectively:
Execution Skillset: understanding the marketplace, establishing objectives and a plan, and implementing the details of that plan. Ultimately, it has to be decided who will do what when and why that should happen. Then it has to be decided how those activities will be carried out. And then they have to actually be accomplished.
Innovation Skillset: leveraging conversations, observations, and hands-on experience to understand what your customers want to achieve, whether they can state it or not, and create appropriate value to help them do so.
Branding Skillset: clarifying the value you want to be known for delivering to specific customers and then maintaining discipline throughout the organization to continually create that value and let other people know it is available.
As the business leader, you need to make sure these three areas are covered, otherwise you won’t be able to sustain success over the long term.
To paraphrase Woody Allen, 80% of success is execution. The vast majority of the success in your organization is going to be determined by how well people execute on a day-to-day basis. Innovation and branding are important to sustaining success, but you have to have success to start with and that is built on effective execution.
Execution has two parts. First, answer this question, “Who is going to do what when and why are they going to do it?” In essence, that question is directly related to the strategy that has been established for your organization. Second, actually go and do it.
Sometimes the problem is that the strategy is wrong and people are going down a path that doesn’t matter to customers. However, there are many instances where the strategy was good, but it got botched in the doing it part.
As you move forward in actually implementing the answer to that question, make sure you maintain real teamwork. Real teamwork is a group of individuals supporting one toward achieving meaningful objectives. If people are working against each other and/or have no idea what objectives they are trying to impact, they are unlikely to fulfill their tasks effectively. Teamwork is a business driver. It is essential for strategic insights to become useful realities.
As a business leader, focus on improving the teamwork in your organization: clarify roles and responsibilities, hold people accountable for behaviors that strengthen teamwork and for the ones that don’t, and reinforce the importance of teamwork on an on-going basis.
By far the most important person for you to focus on improving in your organization is you.
Imagine a house on a foundation that has a variety of cracks in it. No matter how great the house is it will not survive over the long term if those cracks are not sealed well. You are the foundation upon which a lot of the future success of your business resides. No matter how great the current results are your organization will not succeed over the long term unless you seal the cracks within your own foundation.
If you take that attitude seriously, you will see the importance of focusing on yourself and taking responsibiility to improve yourself. Here are three buckets I would like for you to think about: your physical health, your internal attitudes and thoughts, and your interactions with other people.
For each of these three areas, what do you need to sacrifice and not do anymore, and what do you need to discipline yourself to either keep doing or to start doing?
After you write down your answers for all three areas, carry that sheet with you wherever you go and read it over daily. As you let go of the stuff that widens the cracks in your foundation and you keep the stuff, or start using the stuff, that strengthens your foundation, you will steadily build a base that you can create an even greater business upon.
It literally starts with you.
Take out a sheet of paper.
Write down all the problems you create by micromanaging other people. (Just to help you get started, I’ll throw in a couple: you sap the energy and excitement out of your best employees, and you create an environment where weak employees simply wait to be told what to do and never learn to think for themselves.)
Then write down all the benefits of not micromanaging other people. (For starters, you don’t have to do all the thinking in your organization, and those other people might very well come up with better ideas than you have.)
Micromanaging is absolutely counter-productive to being an effective business leader. When you micromanage other people, they will doubt that you trust them. And then there’s another couple dozen problems associated with it.
Lead, don’t micromanage.
What happens when you are in an intense business meeting with twelve other people and you stay calm?
1. You notice what makes other people tick. You gain a greater understanding of their personalities, their hot buttons, and what turns them off.
2. You get to see what people are good at and what they are not good at. You can use that information later when you are assembling project teams or assigning roles and responsibilities. Even if you’re not the final decision-maker, you’ll have a much better idea of who to try to recruit or recommend for certain tasks.
3. You gain a much greater understanding of what the real issues are and the underlying causes of those issues. You can stay rational while others become emotional.
4. When you do eventually step in to the discussion, the odds are much greater that people will listen to what you have to say. You will be seen as providing a calm perspective rather than a hot-headed approach.
The media makes a big deal about dynamic retorts and explosive comments. However, it’s the calm observer who has the better chance of affecting long-term, meaningful change.