Leadership Viewpoint

Effective managers get things done. There are a million sayings about it. Perhaps my favorite is “walk the talk”. Our people follow our example. Once we have planned out our priorities, communicated our plans, and ensured that the management processes and tools are all in place, it is time to execute brilliantly.

Identify the top payoff activities that you need to do and schedule time to do them. This is much more than a “to do” list. This is actually scheduling time on your calendar to get the work done. Then treat that time as respectfully as if it were a meeting with senior management. Keep your appointment with yourself and do the specific work you have scheduled. The temptation will be to peruse email, make a couple ‘quick’ calls and take care of lots of fast little odds and ends. RESIST THE TEMPTATION!!! High performers do the important things first, NOT the easy things!

Remember that your team will follow whatever example you set. If they are to execute the important things, then it is absolutely fundamental that you do so first and consistently. Then hold them accountable for their end of the projects. What do you think will happen once you operate like this for a few weeks? Here’s what you might expect:

1. Your important projects will get and stay on track.
2. Your people will either step up their efforts, or look for other work.
3. You will have fewer ‘fires’ waste your time.
4. You will start to sleep better, because your mind will be at peace.

Go get it done!

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The most effective businesspeople have the ability to both lead and manage. If planning and communicating are primarily activities of leadership, little happens without management activities that sustain the talk. Management activities include getting the people and resources lined up for each project then and coordinated so that execution can be smooth and timely.

Effective managers also ensure that company systems are in place and set up properly to track and measure progress, challenges and successes. They assess and manage potential risks, and devise ways to avoid problems, such as taking the time to anticipate obstacles and ensure that those obstacles are addressed appropriately. As part of this, they consistently make certain that all company policies, directives and procedures are accommodated in project execution. Paperwork may seem like nonsense sometimes, but most of it serves a purpose for the organization. This sort of task is simply a routine part of business in the managing phase, and is never allowed to rise to the level of ‘issue’ when done well. Of course, in addition to the internal paperwork for projects, managing includes the external paperwork. Documentation and enforcement of contracts and agreements for work performed is all part of it.

All of this lays the groundwork for action, creating an environment for success to build and grow.

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Communication is the second key step to getting ourselves into action. Planning got us started, and once that’s ongoing, all the key people in our lives need to know the plan and their part in it. Project team communication is obvious. It is also critical, however, to communicate with management, peers, subordinates, and of course, our family and friends. This allows everyone to voice their questions, concerns, support issues, etc. with us, so that we can adjust our plans if needed.

So then, what and how should we communicate? If you’ve ever had a colleague that charges into your office or phones you every time he or she has an idea or issue, you might guess that this is not the recommended approach. It’s far more effective if you get your communications organized by person. In fact, for key people, keeping an ongoing collaboration issue list is very helpful, and its employment communicates a respect for their time that will serve you both well. We recommend prioritizing your list before visiting with key individuals, and discussing the most important ones first. That way, if you run short on time, the most critical items will be communicated.

Communication styles vary widely, so it is essential to tailor your approach for each person. Consider the other person’s pressures as well as your own issues. For instance, if the person is fast paced and business focused, don’t ask about their weekend! Get right to business. On the other hand, if he or she has a relaxed, slow paced style, match that too. Remember that people like people who are like themselves. Make them comfortable by patterning your communication after their style, and your communication will be far more effective.

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