Who Knows Where or When?

Who Knows Where or When?

I frequently  critique book ideas of people whom I mentor, and sometimes co-write books, in addition to my personal publishing. The early conversations often go like this:

Them: “I want to write a book about the importance of execution.”

Me: “The prospective readers already know the importance.”

Them: “Well, I’ll write about how to execute better.”

Me: “They know that, too.”

Them: “Then what should I write about?”
Me: “The discipline and accountability of execution.”

I’ve found that most senior managers (and, for that matter, most people), know why something is important. If they don’t, then some awareness heightening is needed.  They also know what to do about it. If not, they need to be exposed to options. They additionally know how to do it, in most circumstances. If they don’t or they can’t, then some skills training or coaching or experiences will take care of it.

But what people lack these days in the impetus, urgency, and rigor to actually put what they know into action. They claim combatting priorities, lack of time, disorganization, and so forth. But the reality is that the difference between getting something changed and not getting something changed is focus and discipline. These two traits seem to require exequies these days.

People have the tools to paint the garage or to find a painter to do it, but the job goes undone until the home owners’ association threatens to condemn the property. Why? Because we just “never get around to it.”

The company needs to change its brand, or enter a new market, or revamp the compensation system. There are enough smart people around, either internally or externally, to make those changes. But there is no champion, no special incentive or reward, and no real pressure to make it happen. Habitually, executives assign tasks but not accountability.

The last time I looked, over $62 billion was spend annually in the U.S. on training programs by corporate America (source: American Society for Training & Development). Yet virtually none of it was measured for effectiveness or return on investment. That’s because no one wants to know. Not the firms which don’t have the rigor to turn the training event into behavior change on the job. Not the training firms, selling boxes and software and workshops that are highly profitable and without any metrics at all in most cases. Not the participants, who are merely getting their “ticket stamped” on the way to being promoted or at least left alone by management.

Discipline requires these elements:

• Clarity of purpose and results intended.

• Metrics for success.

• Accountability to others who frequently review your progress.

• Tools and authority to overcome obstacles and resistance.

• Reward and recognition, even if self-imposed.

My dog, Koufax, apparently holds himself accountable to clear the yard of squirrels when he’s out there. He’s clear on what needs to be done; considers himself successful when the yard is rodent-free; possesses the requisite speed and ferocity; and is quite pleased with himself after a few minutes of work, after which he lies in the shade.

Whether yourself or your clients, it’s surprising how frequently the value isn’t in “how” but rather in “Here’s the deadline, don’t let us down.”

© Alan Weiss 2011. All rights reserved.