Posts Tagged ‘Strategy Execution’

In 100 Words: X-Factor for Organizational Success

Monday, January 31st, 2022 by Troy Schrock

You have likely heard three commonly claimed factors, in various priority, at which you must excel if you want to succeed – strategy, execution and culture.  These are all important, but what if the X-Factor is a strong, effective leadership team? 

Let’s assume this is true…   Do you:

  • fret over having the right, best people possible on the team?
  • consciously work to increase team cohesion?
  • identify ways to improve capacity, speed of decision-making, setting priorities and follow-up on commitments?

Operating as if your leadership team is the X-Factor should cause you to shift work time and still accelerate the other factors.

“It’s the little details that are vital.  Little things make big things happen.”   John Wooden

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In 100 Words: Certainty is a Mirage

Monday, November 1st, 2021 by Troy Schrock

Leaders should become comfortable making decisions with probability-based thinking. The future is uncertain and the environments in which we operate are fluid.

Some leaders get stuck waiting for more information, a better view. It appears certainty is just ahead… one last question, one final piece of information. But, certainty is a mirage. As soon as you receive the information “certainty” evaporates like the proverbial desert oasis shimmering in front of you.

Two dangers of certainty-thinking:
• Decisions bog down and progress slows
• Absolute-outcome thinking closes off to options for alternatives.

There comes a time decisions must be made and actions taken.

“…logical method and form flatter that longing for certainty and for repose which is in every human mind. But certainty generally is illusion, and repose is not the destiny of man.” Oliver Wendell Holmes, Jr.

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In 100 Words: When to Say No to Good Opportunities

Friday, January 1st, 2021 by Troy Schrock

Most organizations rarely experience a shortage of good opportunities. What is not rare, though, is a shortage of attention span, time, and resources. Despite these limitations, leaders hesitate to keep resources focused on developing the opportunities already in process and say NO to new opportunities.

We get excited and over-value potential returns of the new opportunities. This reveals the flip-side – we under-value the harvest to be gained by bringing our current BEST opportunity to fruition. Fully invest in the opportunity selected as BEST for now until it is mature. Once it is harvested, plenty of new opportunities will be waiting.

“The art of leadership is saying no, not saying yes. It is very easy to say yes.” Tony Blair

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In 100 Words: Iterate without Lurching

Monday, September 16th, 2019 by Troy Schrock

How do you rate a leadership team’s strategic ability? One thought – look at the team’s ability to iterate strategically without lurching wildly in different directions. Can the team adapt the organization’s strategy to produce more than one economically successful business model over time? Time, in this case, is a decade plus. Success for that duration typically involves at least one business model shift when you consider changing customer preferences, technological advancements and competitive forces.

On this course, teams will need to master two key elements:

• strategy thinking – both the creative and analytical aspects, and
• execution – consistent, disciplined action over time.

“There is another old poet whose name I do not now remember who said, ‘Truth is the daughter of Time.’” Abraham Lincoln

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In 100 Words: Road of Routines

Thursday, August 1st, 2019 by Troy Schrock

Operational success runs down the Road of Routines. Leaders strive for consistent execution while avoiding two ditches.

The Ditch of Boredom – the numb, drained feeling from efforts to keep staff working good disciplines consistently. Leaders may pursue new ideas simply as an escape. The organization careens from one new idea to another.

The Ditch of Process Lock – the pull to become too comfortable and never change processes. People may begin idolizing the process itself. The organization slides into complexity and bureaucracy.

Staying out of the ditches allows leaders to enjoy both the journey and destination on the Road of Routines.

“For every mile of road there are two miles of ditches.” Irish Proverb

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In 100 Words: Swarm Your Priorities

Wednesday, May 1st, 2019 by Troy Schrock

Visualize a swarm of insects or birds in nature moving en masse then descending on and devouring a food source with shocking speed. They completely overwhelm the present condition.

This is the mental picture for how your team should tackle top priorities. Swarm – fully activate and intensely concentrate people and resources to overwhelm the obstacles to accomplishing the objective. Such singular passion and effort will create enough energy to break the inertia of the present condition. Conversely, chipping away at the priority with too few resources applied too late will leave you short. Swarm early and descend on the priority.

“It is not always what we know or analyzed before we make a decision that makes it a great decision. It is what we do after we make the decision to implement and execute it that makes it a good decision.” William Pollard

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