In the year 2000 alone, 40 CEOs of the top 200 companies on Fortune’s 500 list were fired or made to resign. When 20 percent of the most powerful business leaders lose their jobs, something is clearly wrong.

Leaders make big promises … and then what their organisations actually deliver falls short. They have accountability problems—people aren’t doing what they’re supposed to do. Execution is a culture with a specific set of behaviours and techniques that companies must master in order to have competitive advantage. More than a tactic, it is a discipline and a system that must be built into a company’s strategy, goals, and culture, and the leader of the organisation must be deeply engaged in it.

“Many people regard execution as detail work that’s beneath the dignity of a business leader. That’s wrong … it’s a leader’s most important job.” ― Larry Bossidy, former chairman and CEO, Honeywell International

According to Ram Charan and Larry Bossidy in their book Execution (2002), a lack of focus on the discipline of execution is the main reason companies fall short on their promises. It explains the gap between what leaders want and what they deliver.

Execution should be a central part of a company’s strategy and goals and the priority of any leader. An execution and accountability culture links the three core processes of any business—the people process, the strategy, and the operating plan—together to accomplish things on time.

The execution phase forces leaders to translate the broad-brush conceptual understanding of the company’s strategy into an action plan for how it will manifest: who will do what in which sequence, how long those tasks will take, how much will they cost, and how they will affect subsequent activities. Fundamentally, execution is a systematic way of exposing reality and acting on it. Most companies do not face reality very well; hence, they can’t execute.

 Execution Questions 

• Who will do the job—and how will they be judged and held accountable?
• What human, technical, production, and financial resources are needed to execute the strategy?
• Will the organisation have the resources it needs two years out, when the strategy goes to the next level?
• Does the strategy deliver the earnings required for success?
• Can it be broken down into doable initiatives?

People engaged in the processes argue these questions, search out reality, and reach specific and practical conclusions. All agree on their responsibilities for getting things done and commit to those responsibilities.

3 Core Processes:  People, Strategy & Operations

The heart of execution lies in the three core processes (the people process, the strategy process, and the operations process), which every business uses in one form or another.

In a 10-year study of winning companies, professors William Joyce and Nitin Nohria found four primary management practices that directly correlate with superior corporate performance, as measured by total return to shareholders: execution, strategy, culture, and structure (What Really Works, 2003).

However, more often than not, these core processes stand apart from one another like silos. Typically, the CEO and his senior leadership team allot less than half a day each year to review the plans and, generally, the reviews are not particularly interactive. What is needed is:

• Robust dialogue to surface the realities of the business.
• Accountability for results discussed openly and agreed to by those responsible for getting things done.
• Rewards for the best performers.
• Follow-through to ensure that progress tracks to the plans.

Robust Dialogue

An execution  and accountability culture requires robust dialogue that brings reality to the surface through openness, candour, and informality. When mistakes are made, openness is preserved and blaming avoided. The information is used for course correction. Candour and honesty foster creativity and ultimately lead to competitive advantage and improved shareholder value.

Emotional Fortitude

Emotional fortitude is necessary to be open to whatever information you need, whether it is what you want to hear or not. It takes a special kind of confidence to encourage and accept challenges in group settings. It is necessary to accept and deal with your own weaknesses and vulnerabilities, to be firm with people who aren’t performing, and to handle the ambiguity inherent in fast-moving, complex organisations

The Core Qualities of Emotional Fortitude

Bossidy and Charan point out four core qualities that make up emotional fortitude:

1. Authenticity
2. Self-awareness
3. Self-mastery
4. Humility

Measuring the degree to which such qualities are present in leaders is a challenge. Fine-tuning these leadership qualities is an even greater challenge. The Australian firm IntegrityandValues.com has addressed this challenge, overseeing a body of research into five dimensions of emotional fortitude shown to have the greatest impact on leadership success. The result of this research is a leadership profile which supplies comprehensive and verifiable data on these five dimensions under the over-arching banner of “integrity” including:

1. Accountability
2. Responsibility
3. Truthfulness
4. Loyalty
5. Self Awareness

Clearly these qualities should be well developed in executives in top positions; however, often one or two of them are often underdeveloped. Leadership development at this level requires the services of a professionally trained executive coach to provide focus and guidance in enhancing these qualities.

Execution Is the Main Job

There’s an enormous difference between leading an organisation and presiding over it. The leader who boasts of a hands-off style is not dealing with the issues of the day, not confronting the people responsible for poor performance or searching for problems to solve and making sure they get solved. Putting the right people in the right jobs and ensuring that rewards and recognition reinforce performance are essential.

The Leader’s 7 Essential Behaviours

Accepting full personal responsibility for running the three core processes does not automatically suggest the leader is also micromanaging their business. Micromanaging is a big mistake; it diminishes people’s self-confidence, saps their initiative, and stifles their ability to think for themselves.

How does a leader in charge of execution avoid being a micromanager caught up in the details of running the business? Seven essential behaviours form the building blocks of execution:

1. Know your people and your business.
2. Insist on realism.
3. Set clear goals and priorities.
4. Follow through.
5. Reward the doers.
6. Expand people’s capabilities.
7. Know yourself.

Most executives and managers don’t understand the “discipline” of execution. Execution is not simply a matter of trying harder, paying more attention to details, or doing someone else’s job for them. Execution involves a specific set of core processes built on a foundation of leadership behaviours; it’s a culture unto itself in which accountability and responsibility thrive.

Recommended reading: Execution: The Discipline of Getting Things Done (2002) by Larry Bossidy and Ram Charan. Crown Business, New York, NY.

Resources for Execution

Bossidy, L. & Charan, R. (2002). Execution: The Discipline of Getting Things Done. Crown Business.

Bruch, H. & Ghoshal, S. (2004). A Bias for Action. Harvard Business School Publishing.

Collins, J. (2001). Good to Great: Why Some Companies Make the Leap…And Others Don’t. Harper Business.

Collins, J. & Porras, J. I. (1994). Built to Last: Successful Habits of Visionary Companies. Harper Collins.

Contrada, M. G. (2003). The Discipline of Execution. Harvard Business School Publishing.

Joyce, W., Nohria, N., & Roberson, B. (2003). What Really Works: The 4 + 2 Formula for Sustained Business Success. Harper Business.

Pfeffer, J. & Sutton, R. I. (2000). The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action. Harvard Business School Press.

Raffoni, M. (2003, February). Three Keys to Effective Execution. Harvard Management Update, 8 (2), [page numbers].

Worrall, D (2009) A Climate for Change, Life Success Publishing.

Leaders are almost by definition people who change minds.  —Howard E. Gardner, Leading Minds

There is a lack of trust in senior management, according to a survey by the human-resource firm Watson Wyatt: 

• Only 49 percent of employees have trust and confidence in their senior managers.
• Just 55 percent say senior leaders behave consistently with core values.
• Only 53 percent believe senior management has made the right changes to stay competitive.

Clearly, much is going wrong in the workplace. Some 40 percent of surveyed executives doubt their leaders have credible plans to address the uncertain economic outlook. Certainly, this lack of confidence harms an organisation’s ability to move forward.

In light of these problems, middle managers have unprecedented opportunities to become more proactive by stepping forward and offering course corrections — and they should act with deliberate speed. Good times allow organisations to ride out challenges, but today’s tough financial climate won’t permit a wait-and-see approach.

While senior executives don’t set out to fail, research shows they make several common mistakes:

• 80 percent fail because of ineffective communication skills and practices.
• 79 percent fail because of poor work relationships and interpersonal skills.
• 69 percent fail because of person/job mismatch.
• 61 percent fail because they didn’t clarify direction and performance expectations.
• 56 percent fail because of delegation and empowerment breakdowns.

When strong leadership doesn’t come from above, it’s up to the organisation itself — in particular, the people in the middle — to launch a rescue operation.

What’s Happening

You see a problem. There’s a clear need for action within a certain time frame. You’ve discussed the issues and possible solutions many times with your boss, and she has agreed with your way of thinking. For unexplained reasons, she hasn’t acted or given you the go-ahead. What do you do?

This could be a situation in which you take action and lead your boss. You develop a plan on your own, gather data (both pro and con), suggest a course of action and ask permission to move forward.

In doing so, you’re filling a leadership void through prompt decision-making and follow-through. You’re demonstrating what it takes to “manage upward,” or lead your boss. But you’ll soon discover that you need buy-in from more people, including peers and subordinates. You’ll have to become a leader without authority — an ambassador sans portfolio.

Emerging from the Middle

Those who succeed at leading from the middle are artful, skilled managers who:

• Establish goals
• Plan projects
• Organize people
• Execute projects on time and on budget

To accomplish this, you must rethink what you want to achieve and how you’re going to do it. In essence, you’re not acting for yourself, but for the good of the organisation. This requires initiative, persuasion, influence, courage and persistence.

Perhaps the most crucial element is a large dose of passion. You must care deeply and want to make a difference because such efforts can carry big risks.

“Leading up requires great courage and determination,” says Michael Useem, a professor at the Wharton School at the University of Pennsylvania and author of the seminal book Leading Up: Managing Your Boss So You Both Win. “We might fear how our superior will respond, we might doubt our right to lead up, but we all carry a responsibility to do what we can when it will make a difference.”

3 Questions to Ask

According to John Baldoni, author of Lead Your Boss, managers who lead up demonstrate they’re aware of the bigger picture. They’re ready, willing and able to do whatever it takes to strengthen the organisation and team.

Baldoni urges readers to ask themselves three questions:

1. What does the leader need? The boss is responsible for motivating her people to get things right. Take the time to shift your perspective from your own world view to the priorities and concerns weighing on the mind of your boss. What does she need to do her job better? To help her, you’ll need to think more strategically and act tactically.
2. What does the team need? Teams don’t always pull together because egos get in the way. The boss ends up spending valuable time soothing hurt feelings. What if a team member were to step up into the role of “coach” and help bring everyone together? This would free the boss to focus on bigger issues, and the team would be more productive. 
3. What can I do to help the leader and team succeed? Perhaps you can take on more responsibility or step back and let others rally. Maybe you can sacrifice a personal need that allows the team to conquer a challenge. What will it take to help everyone push ahead? 

When you can answer these questions and formulate an action plan, you’ll have a roadmap for leading your boss in ways that make her look good and the team succeed. You’ll  emerge as a team player who is adept at making the right things happen.

Your ability to lead up is an indication of your potential to become a senior leader. How you demonstrate initiative, overcome obstacles and promote resilience are critical measures of senior leadership. If you influence your boss and convince others to work together, you’ll open the door to future promotions and the chance to lead the entire organisation.

The View from Above

Developing managers who can lead from the middle is a sound management practice that won’t undermine a CEO’s authority. When middle managers take ownership of issues, make decisions and accept accountability for the results, their bosses have the freedom to think and act strategically, without getting bogged down in tactical matters.

This not only creates a stronger organisation in the short run, but it equips emerging leaders for greater challenges and advancement to senior leadership positions. And with flagging confidence in today’s senior leaders, there’s no better time for leadership to come from below.

What’s Needed to Lead Up?

To lead up, you must:

• Establish trust by following through on your commitments; be impeccable with your word; do what you say you’ll do.
• Connect with others authentically and honestly.
• Get out of the spotlight; share the credit with others.
• Demonstrate that you can think and act for the boss by taking initiative and following through.
• Use common sense; think before you act; listen to others.
• Do what’s practical to help the organisation achieve its goals.

You will also need to think and act strategically, which requires creativity and imagination:

• Think critically and strategically.
• Challenge the status quo and conventionality.
• Reframe opportunities.
• Get out of your office or your cubicle and be seen.
• Turn information into knowledge.
• Deal with ambiguity and uncertainty.

Assertive Diplomacy

Taking initiative requires assertiveness, confidence and decisiveness. Effective leaders radiate power and seem to be in total control.

But too much assertiveness (i.e., aggressiveness) drives people away, discourages collaboration and causes people to resist your influence.

Assertiveness, by definition, is the outcome of acting like a leader; that is, it gives people a reason to believe in your abilities to decide, act and lead others.

Managers on the way up want to ensure they’re seen as “assertive enough.” Those at or near the top are often advised to be “less assertive.” In truth, there’s a special kind of assertiveness that is just right — a quiet confidence and power that Baldoni calls “reflective assertiveness.” It emerges from experiences, including one’s trials and triumphs. It requires both humility and resilience.

To cultivate reflective assertiveness, you must:

1. Listen first. A leader’s ability to listen signals that she values others’ ideas and input.
2. Ask what people think.  Some employees can be reluctant to offer their input.   Di Worrall in A Climate for Change, asserts that by going out of her way to encourage employee views, a leader demonstrates the fine balance between humility and assertiveness that encourages collaboration and greatly enhances trust.  
3. Keep it low. People know where power lies. You don’t need to advertise it. If you model quiet power, you can remain calm when tempers fly.
4. Act decisively. The payoff to reflective assertiveness is decisiveness. You demonstrate strength by acting confidently. Even if you need some time to think before taking action, you can keep people informed about how the decision-making process is progressing.

Challenge Ideas, Not People

It takes gumption to challenge assumptions and the status quo. Middle managers must care enough to shake things up, and they’re in a perfect position to see what doesn’t work.

Those who resist your ideas will undoubtedly outnumber your supporters at first, but persistence pays off. Begin by challenging “the way we’ve always done it.” You must be willing to rethink options. Only then can you create new possibilities and solutions.

At the same time, you may find it uncomfortable to challenge those in authority. It’s a natural feeling. The trick is to challenge assumptions, not the individuals in positions of power. Focus on ideas, not personalities.

Push Back

Not all bosses want to be led. Some fear their authority will be undermined. Others are so insecure that leadership from below is a threat that must be stamped out at all cost.

These obstacles shouldn’t prevent you from trying to lead your boss, when appropriate. Observe the following guidelines:

• Stick with the facts. Management is rooted in valid data, so build your arguments with fact-based evidence. Make sure your research is on point, and dig to find other points of view so you can counter them.
• Ask others to challenge your premise. Before presenting your ideas to your boss, find people who can play devil’s advocate and explore your assumptions. They will either disprove your premise and prompt you to rethink your course of action, or they will validate your path and boost your confidence.
• Don’t confuse causation with correlation. Just because there’s a link between two issues doesn’t mean one provoked the other.

Dealing with a Jerk Boss

In some cases, all of the best data in the world won’t convince your boss that you’re right. If he’s a jerk, he’s probably insecure. He acts tough because he’s afraid of losing his job and control over others.

Jerk bosses cannot be reasoned with, so don’t even try. Remember that you always have a choice: You can roll over, fight back or leave. Choose wisely.

Bounce Back

Ultimately, what really matters is how we recover when things don’t go our way. Resilience gives you the strength you need when faced with rejection.

Review these points:

• What happened?
• What could I have done better?
• What did I learn?

The resilience to bounce back from a raw deal distinguishes those who succeed from those who become stuck, bitter and angry. It’s important for you to remain focused on goals and engaged in the process of fulfilling them.

True leaders will step up to the plate, regardless of where they fall on the organisational food chain. They see a need and are driven to find solutions. When they distrust their senior leaders, they spot opportunities to step in, lead up and prove their value.

Never give up on your dreams, and continue your pursuit of making a difference.

D Worrall (2010)

References:

Baldoni, J. (2009) Lead Your Boss: The Subtle Art of Managing Up. AMACOM.

Gardner, H.E. (1996 ) Leading Minds: An Anatomy of Leadership. Basic Books.

Useem, M (2003)  Leading Up: Managing Your Boss So You Both Win. Three Rivers Press.

Watson Wyatt WorkUSA® 2006/2007 Survey

Worrall, D (2009) A Climate for Change, Life Success Publishing.

For more articles like this to boost your confidence and skills to make change happen, subscribe to the free newsletter  for leaders of change at:   www.humanresourceschange.com.au/change-management.html

While the gig made the headlines here in Australia, what was even more interesting was what happened to Kylie after the event. After an exhausting show, she changed from her uncomfortable performance outfits into a tracksuit and headed back into the same hotel for the after party bash.

A funny thing happened. The doorman didn’t recognise her and didn’t approve of the tracksuit and so wouldn’t let her in!

What did the exhausted Kylie do with this outrage? Not what you would typically expect of an “A” list performer, nor what you would expect of most other people.  I imagine she was frustrated and a little insulted. However, she didn’t draw upon the inner diva, didn’t kick up  a stink for all the media to see and didn’t have a raging “hissy fit”. Instead she, together with her assistants  swallowed her pride, gathered her good humour and integrity and graciously negotiated a resolution to the misunderstanding.        

Now that’s a nice change.

Click the following link for your FREE subscription to Di Worrall’s newsletter  - Creating a Climate for Change  http://www.worrallassociates.com.au/

A couple of weeks ago, a Sydney family accused a hotel bistro of planting “poo” in their ice-cream after the family had lodged various previous complaints about service. The offending item wasn’t placed into the ice-cream dish in an obvious fashion. It was so discretely placed that it apparently appeared to be an inconspicuous chocolate scoop nestled innocently amongst several other flavours. The item was so well camouflaged, that is was allegedly tasted by a member of the slighted family, so the disgust factor for the public definitely goes up several notches.

 Just to get the context right here, preliminary DNA tests have identified the offending item officially as human “poo” which was sufficient to land the family some form of financial compensation in settlement of the issue. While i am hoping that more specific details will emerge following health department investigations, what is interesting about the story is the “poo” people can dig themselves into when they fail to take responsibility for their actions, including:

•  Both the family and the hotel staff were motivated about stating and preserving their rights, rather than by calmly resolving whichever initial dispute which led to the incident. 
•  Initially the hotel denied any wrongdoing (although has since demonstrated a keen and thorough sense of responsibility)
•  The family took the matter out for public sympathy and invited a barrage of public criticism
•  The incident appears to be an extreme example of passive-aggressive vengeance, not to mention disdain for the health of other human beings.

I for one sit with bated breath hoping to hear more specific results about whose DNA the offending item belongs to. Not to point the finger, but in the hope that the whole incident is a lesson to everyone of the potential spiralling consequences of the blame game and failing to take personal responsibility for our actions.