Execution and “Getting It Done”
I have had many, many conversations recently on the topic of Execution and “Getting Things Done”.
Too many to call them all out, but there have been several catalysts.
Many of these discussions were stimulated by Deborah Kops’ article on XQ – “Execution Quotient” as a critical capability and personal mindset. Deborah observes that we often fall short in this “X-Factor” . . .
We all know how busy and hectic our work life is.
But this “busyness” is dangerous. It can hide a lack of focus and a weakness in delivering genuine outcomes.
Steve Rudderham also penned a great piece on this topic relating to the culture of Carrier Business Services teams in Shanghai and Dalian.
“Zao ban!” – Get it done early!
It is fascinating but also raises the question of why “Zao ban” is not embraced and practiced as widely as we might wish!
- Is this focus on XQ a recognition of the need for agility above the desire for perfection?
- Is it the absence of fear of blame? Excessive “busyness” can mask a lack of action, and thus an absence of potential blame when things don’t work out as planned.
- Does it challenge “right first time” thinking? Although we often think this desirable, it can make for slow progress if we want to “to get it done early”!
- We also talk about celebrating “fail fast” – but desirability of this depends on context. You don’t want this mindset as a surgeon, I suspect 😉.
We are often subtly, and inadvertently, encouraged to have a “starter, not finisher” mindset. This is profoundly unhelpful in our pursuit of XQ and “Zao ban”.
- We raise “tickets” to support us in getting stuff done, only to find ourselves at the mercy of an unknown individual who may not have the time or priority to action our request effectively or in a timely manner.
- We are relegated to a starter/initiator of a workstream of unpredictable duration. This does not help us in our desire to focus on XQ and “Getting Things Done”.
- It is easy to feel helpless in this situation.
- Our colleagues sympathize with our predicament and the circus continues.
Usman Sheikh penned an excellent piece recounting the actions of Jensen Huang, co-founder of Nvidia, at a critical point in the company’s evolution in 1997. Actions that kept the company alive and eventually created gazillions in market value.
To accelerate business outcomes, Huang decided to “stop the theatre” of business performance.
- He demanded that everyone in the company provide a brief weekly update.
- Just 5 bullets covering what has moved forward and what’s blocked.
- Direct signals, not filtered summaries through lines of management.
They recognized that teams had been spending hours creating slide decks about work instead of actually doing effective work.
We need to set the example of being “Starter Finishers” with “Zao ban” and high XQ, as well as support and recognise that in others.
- Speed isn’t about working harder.
- It’s about removing what slows you down.
- Every approval layer.
- Every status meeting.
- Every sequential process.
There are many lessons here, but I suspect we are all guilty of sending confusing, ambiguous messages (Jensen Huang excluded of course 😉)
Maybe it is this ambiguity that causes the statis we see so often? A fear of blame that undermines our XQ, our “Zao ban”, our ability to accelerate genuine business outcomes and a determination to JFDI and “Get ..It Done”?
Or is it about bravery?
“Research has shown that fortune favors the bold, not the cautious. But in volatile and uncertain times, many leaders hesitate to act, and others simply freeze up.”
“Now Is the Time for Courage” is a timely HBR article by Ranjay Gulati, detailing 5 strategies to drive bold action amid uncertainty.
It is so much fun being part of creating genuine business results, fast.
Let’s break down the barriers to “Zao ban” and XQ.
You can read Deborah Kops’ article on “The Missing X-Factor – XQ” here . . . .
You can read Steve Rudderham’s post on “Zao ban” here . . .
You can read Usman Sheikhs article describing the 1997 NVIDIA “near death experience” here . . .
Execution and “Getting It Done”
Thanks for reading . . . .
Title image credit to “Execution: The Discipline of Getting Things Done” by Larry Bossidy and Ram Charan
