Convene White Paper

Execution: Plans To Reality

1-877-CEO-2CEO (236-2236) www.convenenow.com © Copyright 2014 Convene Corp.

Execution: Plans To Reality

© 2014 Convene Corp.

Execution: Plans To Reality Objective: Explore six disciplines and a Biblical perspective for great execution and commit to applying execution best practices to the business we’ve been entrusted to lead so we can more faithfully fulfill God’s mission for the business.

Two Stories: John and Linda John was restless. How could last year have ended like so many others? The company survived the recession, but once again failed to deliver on the plan. It wasn’t just the earnings they missed, but they also failed to establish the new channels he had such high hopes for, and the new products seemed stuck on the drawing boards. It seemed there were lots of dreams and plans for progress, with some progress made, but basically, the company looked a lot like last year. Aaron laughed but there was an edge to his voice. “What’s the plan this week?” Jessica agreed, “We’ve been working for Linda for years, and it’s always the same: new ideas, great ideas, but never time to get them done. About every two months she gets a great idea and we get a headache.” Linda didn’t hear, but was in her office thinking. She was disappointed. One great idea after another had failed. She wondered, “Maybe I have the wrong team. These people just can’t translate ideas into action.”

How much can you relate with John and/or Linda?

Does your company have more capacity for developing new plans and ideas, or more capacity to get things done?

© 2014 Convene Corp.

3

Why do you think there’s an imbalance between your ability to develop strategy and to execute strategy?

Which areas in your company could benefit from better execution? Marketing, sales, operations, service, finance, explicit ministry, people development, research and development, or others?

Does your leadership sometimes feel to your team like “flavor of the month” instead of a “steady hand at the tiller”? What causes that?

Let’s face it. We’ve all had challenges with execution. A recent survey of 65 businesses in Minnesota revealed that 69% of the executives were not confident in their organization’s ability to execute its own strategy. Other studies indicate that the folks in Minnesota were optimists. In a Forbes study of Fortune 500 CEOs, 82% believed their organization did a good job creating strategies. Only 14% believed that they did a good job executing strategies. “Never forget implementation. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle,” stated, Al McDonald, former McKinsey Managing Director. When companies get it right, the impact of good execution is enormous. Plans work, sales expand, new products come to market, problems are resolved, people are served. The list goes on.

4

© 2014 Convene Corp.

“Never forget implementation. In our work it’s what I call the ‘missing 98 percent’ of the client puzzle.” - Al McDonald, Former McKinsey Managing Director

How about you? In what ways has your company struggled with execution? How have you been successful? There are many causes, internal and external, for our difficulties in translating strategy into reality. We must recognize that our companies are systems, perfectly tuned to get the results we’re getting. If we’d like new or different results, we’ll have to change the system . . . starting with us. For most of us, there’s lots of work to be done—day-to-day and week-to-week—to serve customers, manufacture products or take care of our team. In the time we have to devote to dealing with the future, we typically spend a disproportionate amount of time developing In the time we have to plans and too little in devote to dealing with the managing the execution. What future, we typically spend a if we reversed those ratios and disproportionate amount spent more time translating of time developing plans and too little in managing ideas into action? That might the execution. What if we mean more actionable plans reversed those ratios and that pay off for the company spent more time translating with real change. ideas into action? When the whistle blows to start the game day in your company, does your team know what needs to be done, by when, and why? Are they sure they have the resources needed? Is there an information feedback loop to measure results and bring appropriate attention to success or failure? The Six Disciplines of Execution There’s a discipline to execution. If you consistently consider this set of factors in your company, you can significantly increase your success in translating plans into actions and desired results. Don’t feel all these steps must rest with you. God may have put other people on your team or in your life who are better suited for some of the disciplines. Get people involved, train them, and empower them to be greater contributors to execution of your important plans. 1. Vision. What are we trying to accomplish, and why will it matter? Good vision, of course, includes others. We all need to understand context and meaning before we can commit to the hard work of change. We also need to understand that the change is both desirable and possible. It’s amazing how many projects flounder because the team members don’t really believe change is possible.

© 2014 Convene Corp.

5

2. Actions and Outcomes. Execution requires a clear set of specific actions and expected outcomes. There’s a lot of hard work in specifying action steps. This is where rigor and intensity come in. If we don’t care enough to ensure that there’s a specific set of action steps and outcomes, do we really want change? 3. Responsibility. Responsibility must be assigned with enough detail to know both who’s responsible, and by when. If everyone’s responsible, no one is. The simple act of recording responsibility may significantly improve execution in your organization, as some particular person now feels the weight of responsibility, and the likelihood of accountability. 4. Decision Making Structure. Organizations with great Someone needs to be monitoring execution have a clear the plan. There will always be structure to monitor changes required as events happen. results and make decisions Tradeoffs will need to be made, and about what needs to change. They’re much resources allocated. Organizations better at translating plans with great execution have a clear into reality. structure to monitor results and make decisions about what needs to change. They’re much better at translating plans into reality. The same person, of course, doesn’t have to monitor the progress and approve changes, but there must be a structure for doing so that is consistently used. 5. Information System. The information system is key. What gets measured and paid attention to gets done. If you can’t measure it, you can’t manage it. There has to be a reliable, agreed upon way to measure results and outcomes. Again, this might require rigor and intensity to have the information system in place to measure the actions and outcomes required. Importantly, don’t engage in overkill here. All you need is a simple, reliable indicator of results. It’s easy to get bogged down with too many details and end up with useless information that consumes staff time. 6. Recognition and Rewards. How will you recognize and reward good execution? Have you set clear expectations, or have you given your team more work without an upside for them? Be careful about reaching for financial rewards too quickly. Recognition and other non-financial rewards are often more meaningful to the recipient and less volatile for the company. In the right spots with clear measurement, however, the right financial rewards can be a powerful incentive for success.

6

© 2014 Convene Corp.

If all of these disciplines are in place, the likelihood of success in translating plans to actions will rise significantly. On the other hand, when we experience failure in execution, we can look backward and see which factors we neglected. It’s easy to see why execution is hard work, often neglected, but so valuable. Could improving this area be a long-term strategic advantage for you over competitors who aren’t willing to do the diligent work? A Biblical Perspective How might God’s Word help us respond to the demands of translating plans into actions more successfully . . . not just from our perspective but from God’s? An execution focus has many potential dangers for the spiritual leader. Self-reliance and over-responsibility for results are strong temptations when seeking to execute on important goals and plans. Scripture teaches us that our efforts matter, what we do makes a difference, and that we find rest in trusting God. It seems like a paradox, but Self-reliance and overthere’s a tension in both responsibility for results working and trusting that is are strong temptations essential to following a God when seeking to execute honoring path. How are you on important goals and doing at managing that plans. tension? Another danger in focusing on execution is that we can become anxious and impatient. We may start the day praying, “Lord, let your will be done today in and through me.” But what we really mean may be, “Lord, please conform your will to my desires and make my plans succeed . . . today.” Is that sometimes the true desire of your heart? In His humanness, Jesus wanted the Father to choose a different plan to carry out God’s strategy for the redemption of man. Instead of choosing His own path though, Jesus modeled trust and submission to the Father’s will: Luke 22:42 “Father, if you are willing, remove this cup from me. Nevertheless, not my will, but yours, be done.” ESV

© 2014 Convene Corp.

7

After Jesus told His disciples the Father knows their needs and to seek first His kingdom and righteousness, He compels us: Matthew 6:34 “Therefore do not be anxious about tomorrow, for tomorrow will be anxious for itself. Sufficient for the day is its own trouble.” ESV Luke tells of a busy woman, worried about execution and a little angry that her sister, Martha, isn’t helping her with all the details that need to be accomplished. Jesus is very gentle with Martha, as He is with us. Luke 10:41-42a “But the Lord answered her, ‘Martha, Martha, you are anxious and troubled about many things, but one thing is necessary.’ ” ESV In our desire for great execution, we In our desire for great can become task driven and let execution, we can become relationships slide. We can use task driven and let relational skills to accomplish short- relationships slide. term goals without truly honoring the people we work with every day. We can be so absorbed in what we’re doing that we forget Who we’re doing it for. We can be so focused on business results that we inadvertently create pain and dysfunction in our families. How have you seen task-heavy people neglect relationship and end up paying for it with lower morale, higher turnover, and a negative witness for Christ? However, being relationship-heavy over task brings another set of challenges. Have you seen relationship-oriented people spend so much time relating that they pay for it with missed deadlines, people who don’t trust them to come through, and a negative witness for Christ?

To be godly leaders in execution, we must value and do well in both relationship and task. We’re to honor and care for people as servants and shepherds while producing meaningful results as stewards.

To be godly leaders in execution, we must value and do well in both relationship and task. We’re to honor and care for people as servants and shepherds while producing meaningful results as stewards.

8

© 2014 Convene Corp.

Convene: Where God’s Entrepreneurs Are Transformed God’s method for transformation requires: • Desire – the person must want more, be teachable, and willing to apply what he or she learns • Process – transformation is a process, not an event • Community – God uses people to help people through: - Wisdom - Experiences - Ideas - Help with real issues - Accountability - Safe relationships - Belonging and support

God has used Convene for years to transform the lives and businesses of Christian entrepreneurs through focused leadership excellence, principled business counsel, and meaningful spiritual growth. Membership in Convene is by invitation only for CEOs, presidents and business owners serious about growing and who meet the qualifications.

• Truth – knowledge and application of biblical principles and the leading of the Holy Spirit

Want To Learn More? Convene Forum Days™ are where successful Christian business owners work together in a safe and confidential environment ON each other’s business opportunities and challenges, become higher impact leaders, leverage their experience and wisdom to help their peers, and honor God. As a trusted confidant, the Convene Chair also provides One2One™ coaching to help the

entrepreneur stay focused on the highest priorities, breakthrough personal barriers, and implement business tools. A plethora of Convene tools and processes are also employed to assist members in implementing and leveraging the concepts discussed here, as well as other best practices for greater success, faithfulness, and significance.

If you need help building a more significant business and breaking through to new levels of personal success, please call Convene for more information at: (877) CEO-2CEO (236-2236) www.convenenow.com © 2014 Convene Corp.

9