Leaders Laboratory is a collaborative experimentation to discover and deploy a powerful growth catalyst for forward-thinking CEOs.

How To Execute Your Strategy


Culture will eat strategy for breakfast every day” stated by Peter Drucker.  You can have the best strategy, yet if the people don’t want to do it, they won’t!  Execution, execution, execution – how do we make that happen?  All the companies I am working with are showing dramatic growth!  Which leads to weak employees standing out like a sore thumb!  Growth will cause you to continuously evaluate the capabilities of your people.  See previous blog on “Which Comes First…Strategy or Structure”.

Successful habits as indicated in Rockefeller Habits, by Verne Harnish indicates Priorities: doing the right things, Data Driven: S.M.A.R.T numbers and critical numbers  to measure effectiveness.  Meeting Rhythm  (standard feedback and communication session) will provide for sustainable growth.  Meeting rhythm is Daily huddle, Monthly task meetings, and Quarterly strategy meetings.  There is a specific agenda for each of these meetings to follow in order for them to be effective meetings.

An additional element to successful business habits is having the right people in the right seats.  As companies grow and develop through their lifecycles employees have to grow and develop at the same rate.  The company will only grow as fast as the executive team grows.  An employee may have been in the right seat when you first hired them, however, over time the company has grown, changed and evolved.  The needs of the company have changed.  The employee also has to grow and change, if not, the employee is no longer in the right seat based on the new skills, capabilities, and maturity level required for the growth of the company.

If we are not including strategic development of our people at the same time and same pace as our corporate strategy – the execution of that strategy will be challenged, profitability will struggle.  Hence, your strategic plan can only be as effective as the people within your organization.

The executive teams job is no longer ‘doing the work’ it is about developing the people to keep pace with the growth opportunities driven by your strategic plan!

We have found the core elements needed to attract, focus, and keep the most talented employees, at all levels, are:

  1. Do I know what is expected of me at work?
  2. Do I have the materials and equipment I need to do my work right?
  3. At work, do I have the opportunity to do what I do best every day?
  4. In the last seven days, have I received recognition or praise for doing good work?
  5. Does any supervisor, or someone at work, seem to care about me as a person?
  6. Is there someone at work who encourages my development?
  7. At work, do my opinions seem to count?
  8. Does the mission/purpose of my company make me feel my job is important?
  9. Are my co-workers committed to doing quality work?
  10. Do I have a best friend at work?
  11. In the last six months, has someone at work talked to me about my progress?
  12. This last year, have I had opportunities at work to learn and grow?





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