Execution and Individual Perceptions: Why can’t some people get things done as effectively as others?
Now that we are all launching our “2017 Plans,” it is important that the plan be executed well, right? When assessing why an organization executes effectively or not, there are many perspectives to consider. It is important to look at individual skills, team effectiveness, and the overall organizational culture, structure, systems, and processes.
In this blog, we point out a few individual differences that can have an impact on effectiveness in execution of your 2017 plan.
We have noticed that the following four orientations (a person’s feelings, interests and beliefs) make a difference to how effectively individuals can execute:
1) Orientation to “time” - Some individuals have a variety of issues related to time that get in their way when it comes to getting things done. They procrastinate. They have trouble setting boundaries. They fail to set proper priorities. They get distracted. They have issues asserting appropriately or saying no, especially to authority figures.
2) Orientation to “relationships” - Other individuals are not as astute as they could be when it comes to forming professional relationships. They don’t think proactively enough about building their power base within the organization. Therefore, when they need to make important requests, they lack the political capital they need to get things done.
3) Orientation to “political power and influence” - Still other individuals are not politically savvy. They don’t understand the informal power structure in the organization. When they have an idea, they don’t have a clear picture of what it will take to make their idea be accepted up, down, and across the organization.
4) Orientation to “results” - Some managers put other things before success. They would rather be right. They would rather look good. They would rather be the smartest person in the room. With these false priorities, they achieve what we call a “nasty payoff,” but they don’t achieve the real victory – not for their long-term career, and not their team or organization.
We also notice that many managers can suffer from limiting beliefs that hold back their ability to execute, and that often tie back to the orientations above. For instance, a manager with the belief that he can’t trust other people is going to have issues building professional relationships and also spend a lot of time doing things himself instead of delegating. A manager who has a belief that everything must be perfect will also have issues with time.
At Inspired Business Services, we take a comprehensive view of execution. Almost always, we find at least one area where the individual manager or executive has an insight that leads to measurable gains in performance – along with greater satisfaction and career potential.
If you would like a quick snapshot of where your managers and organization might have areas to improve, click this link to receive a free one-page checklist that will help you identify any gaps in your organization’s ability to execute your 2017 plan effectively.