Delivering Results as a Principle-Centered Leader Execution: The Leadership Challenge of the 21st Century

The Challenge: Ability to Execute
³Leadership without the discipline of execution is incomplete and ineffective. Without the ability to execute all other attributes of leadership become hollow´ ² Larry Bossidy Chairman, Honeywell International

Business Plans--Execution

#1 REASON WHY LEADERS FAIL?

70% of strategic failures are due to poor execution of leadership. « It¶s rarely for lack of smarts or vision.
Source: Charan, R. and Colvin, G. ³Why CEOs Fail´, Fortune, June 21, 1999.

Ram Charan
McKinsey & Company

HarrisInteractive

SM

Leadership and Execution 2.Agenda 1. 4. Research on root-cause break downs in execution. What a Leader Needs to Do (The Process for Executing) . Identify your agency¶s ³Execution Challenge´ 3. What a Leader Needs to Know (The Principles of Execution) 5.

1: of visionary and strategic import. 1: meaning a great deal. having significance.WILDLY IMPORTANT important adj. potential for unbelievable satisfaction of key stakeholders. carrying serious economic consequence. value wildly important adj. causing intense excitement and enthusiasm .

THE POWER OF FOCUS Number of Goals Goals Achieved With Excellence 2±3 4±10 11±20 2±3 1±2 0 .

Execution: The Discipline of Getting Things Done.A leader who say s I ve got ten priorities doesn t know what he is talking about. He doesn t know himself what the most important things are. 2002 . clearly realistic goals and priorities Larry Bossidy & Ram Charan. New York: Crown Business. You ve got to have these few.

I.s Wildly Important Goals Tasks / Activities Who?_____________ What Different? __________________ __________________ Execution _______________ _______________ _______________ What is the most important goal of the business unit? Model Not yet Never __________________ __________________ __________________ Is there a group of people that have to learn something new or do something different.G. in order for you to be successful? What % models this behavior? What % need to.Execution Challenge W. in order for you to achieve your WIG .

Gather information on individual preferences 2. 3.Ritz-Carlton 1 Wildly Important Goals Strategic Bet 2 3 Execution Bet Tasks / Activities Execution 100% Guest Retention Who: (Group) House Keeping What: (Do Different)« 1. Converse with guests Input data into computer system 80 20 ___% Model 60 ___% Not yet 20 ___% Never ? .

Technical or Human Process Plan Tools Buy ± in Clarity Accountability .

s Tasks / Activities Execution Principles Process What a Leader needs to Know What a Leader needs to Do .I.G.W.

I.S.G.W. Tasks / Activities Execution PrinciplesProcess Process Gauge Clarity Commitment Translation Discipline Enabling Trust Collaboration Accountability .

8 Principles of Execution Focus Synergy .

8 Principles of Execution Clarity 1. Do they know what¶s most Important Focus Commitment Translation Discipline Enabling Synergy Collaboration Trust Accountability .

Lack of Clarity .

8 Principles of Execution Clarity 1. Do they work together? Synergy Collaboration Trust Accountability . Do they want to do it? 3. Do they know what¶s most Important 2. Do they sustain the course? Focus Commitment Translation Discipline Enabling 5. Do they know how to do it? 4.

Do people know what to do? 44% of employees say they don¶t know their company¶s highest priorities 2.xQ Results 1. Do they work together? Only 31% feel they can express themselves honestly and candidly at work . Do they know how to do it? 9% believe their work has a strong link to their organizations top priorities 4. Do they have the discipline? People spend less than half their time (49%) on activities linked to the organization¶s key priorities 5. Do they want to do it? Only 19% feel a strong sense of commitment to the company¶s goals 3.

. pg. Most organizations don¶t face reality very well .´ (Ram Charan. Execution. 22) .The Focus & Execute Gap: ³Execution is a systematic way of exposing reality and acting on it. . that¶s the basic reason they can¶t execute.

XQ51 (National Averages) Clarity 52 Focus Commitment 52 Translation 43 Discipline 65 Enabling 32 Synergy Collaboration 49 Trust 59 Accountability 57 .

Focus 35 Clarity Commitment Translation Discipline Enabling Collaboration Trust Accountability 24 39 19 61 31 39 30 34 52 52 43 65 Synergy 33 32 49 59 57 3 .Cortez Example 1st Survey XQ 34 (First XQ Survey) 4/02 National Ave.

Cortez Example 2nd Survey XQ 59 (Second XQ Survey) 4/02 10/02 Focus 61 Clarity Commitment Translation Discipline Enabling Collaboration Trust Accountability 24 39 19 61 51 41 61 65 31 59 69 66 Synergy 56 31 39 30 34 4 .

Delivering Results as a Principle-Centered Leader Execution: The Leadership Challenge of the 21st Century .

Other Approaches? .

W.s Tasks / Activities Execution Principles Process What a Leader needs to Know What a Leader needs to Do .I.G.

Tasks / Activities Execution PrinciplesProcess Process Gauge Clarity Commitment Translation Discipline Enabling Trust Collaboration Accountability xQ Execution Quotient .I.G.W.S.

Execution. . 22) . pg. Most organizations don¶t face reality very well . that¶s the basic reason they can¶t execute. .The Focus & Execute Gap: ³Execution is a systematic way of exposing reality and acting on it.´ (Ram Charan.

G.s .I.Process Execution Principles Process Wildly Important Goals Tasks / Activities Execution: The 4 Disciplines of High-Performing Teams 1. Focus W.

Focus on the Wigs Humans beings are genetically hard wired to focus on one thing at a time with excellence .1.

Process Execution Execution Principles Process Wildly Important Goals Tasks / Activities Execution: The 4 Disciplines of High-Performing Teams 1. Focus W.G.I.s 2. Build Measures .

Build the Measures There is no such thing as a clear goal without a measure.2. .

Focus W.G.Process Execution Principles Process Wildly Important Goals Tasks / Activities Execution: The 4 Disciplines of High-Performing Teams 1. Translate to Action .I. Build Measures 3.s 2.

3. Translate into Action New goals you¶ve never achieved before require new behaviors you¶ve never done before .

Report the Results .Process Execution Principles Process Wildly Important Goals Tasks / Activities Execution: The 4 Disciplines of High-Performing Teams 1.I.s 2. Build Measures 3.G. Focus W. Translate to Action 4.

.4. they hold themselves and each other accountable for results and activities. Report Results Individuals on high performance teams do not tolerate mediocrity.

G.I. Focus W. Build Measures Qtr / Yr 3. Report the Results Wk .Wildly Important Goals Tasks / Activities Execution Principles Process Execution: The 4 Disciplines of High-Performing Teams 1. Translate to Action Wk 4.s Qtr / Yr 2.

I. Build Measures Qtr / Yr 3.G.s Qtr / Yr 2. Translate to Action Wk 4.The Process Wildly Important Goals Tasks / Activities Execution Principles Process Execution: The 4 Disciplines of High-Performing Teams 1. Focus W. Report the Results Wk .

Herding Cats .

and 8 Unions ‡ 8. ‡ Largest in the world.Norfolk Naval Shipyard ‡ Norfolk is a 200+ year old shipyard.000 people . Military. ‡ Civilian.

Norfolk Naval Shipyard ‡ Handles every type of repair and refueling ‡ Handles every type of ship in the Navy ‡ Anytime« Anywhere« .

.currently moving to 3 2. Took the five goals and translated them to the deckplate (front-line).Norfolk Naval Shipyard Impact of Execution Disciplines over the last 5 years: What they did? 1. Focused the leadership from 16 goals at a time to 5 .

Norfolk Naval Shipyard Impact of Execution Disciplines over the last 5 years: What they did? 3. and put them "on the ground" from the leadership team to the deck workers . Built scoreboards in the shipyard. ship by ship 4. Defined performance standards and codes of conduct.

They went from a $16 mm operating loss to a $40 mm profit (to return to the Navy) over the five year period. Minor maintenance from 14 months to 11 3. Union Grievances went from 60 a year to virtually none . 4.Norfolk Naval Shipyard Impact of Execution Disciplines over the last 5 years: What they got? 1. Reduced cycle time on major maintenance from roughly 27 months to 20 2.

«That's the short story. very effectively. and completely.³This Execution Approach was µborn¶ at the shipyard at the demand of the Shipyard Commander to be able to take a specific goal and get it to the deck plate (the front-line) very fast.´ -Jim Stuart. Franklin Covey . «He demanded it and we created it.