How to Develop a Strategic Vision and Execute It

For CEOs or COOs leading an organization undergoing a transition and/or wanting to establish a solid operating rhythm, I strongly recommend implementing the "Entrepreneurial Operating System" EOS Worldwide Think of it as a set of practical and actionable tools (an operating system) for the leadership team to: 1. Align on a common vision that everyone relates to 2. Clarify who owns what on the path forward (ownership & accountability) 3. Establish clear 90-day goals at a company and department level (rocks) 4. Track weekly progress towards 90-day goals (establish operating rhythm) 5. Run effective internal meetings that actually produce outcomes 6. Plan -> Execute -> Measure -> Learn -> Repeat in continuous sprints 7. Methodically identify and solve issues that may be holding you back 8. Eliminate distractions and prioritize what truly moves the needle It's a rare framework that intentionally steers clear of theory, focuses 100% on execution, and does so in a manner that is easy to understand and implement (no fancy jargons, no complex methodologies). Also a rare framework that is flexible enough to adapt to the size and stage of the organization: you could be a rapidly growing startup, a profitable PE-backed business, or a large publicly traded company. At Workzone, we are 1/3rd into the EOS journey, and while it's still early days, we are already seeing increased clarity across the company on the path forward, more clearly defined roles & responsibilities across leaders and their teams, and improved execution focus. Did it take months to get here? Not really; a 90-minute kickoff with the leadership team, a full-day leadership offsite (expertly moderated by the EOS implementer), and instant rollout of the tools learned during the offsite (rapid implementation is key to converting energy into execution). In order to maximize EOS outcomes, I do recommend working with a trained implementer vs doing things solo. It makes it easier to understand & implement the tools + the implementer holds the leadership team accountable for outcomes which brings in operational rigor. In our case, we lucked out with Nick Perold, who has so far done a fantastic job shepherding us towards more organizational clarity and discipline. ...and we are not even at the halfway stage yet. More on EOS soon as we dive deeper into the journey.

Setting up operational systems and accountability structures is the key to implementation of any strategy. Over and over in my work, I see teams pour time and energy into thinking strategically about the direction to go, how to engage stakeholders, how to develop a vision. And then at the end of it all, when it's tidied up and packaged, the transition into implementation is like jumping into the cold water at the deep end of the pool. Actually connecting the dots between a high level vision or strategy and the day-to-day of a team and their work is something that leaders struggle to navigate. But really, it comes down to the obvious -- that you need to break it down into specifics, and set up structures to reinforce accountability and ownership to do the work. The first step is figuring out what specifically the work actually is -- it needs to be broken down into tangible steps, done in what priority order, and by who. Then, the next step is to set up operational infrastructure for getting the work done -- who is accountable? how will decisions get made? where and how will we collaborate, and with who? and what operational habits do we need to form to make the work sustainable over time? If we can build better muscles as teams to transition from strategy to execution, from vision to implementation, we are able to become more nimble and make impact faster, in a more iterative manner. I don't know about you, but this is something I don't see enough people talking about. Curious to hear your thoughts. #strategy #implementation #planning #leadership

I'm working on my 2024 Strategic Plan. Eye-opening. 👀 Being a product of the product is so healthy. It's become my second nature to step into other companies and lead their strategic plan. However, I didn't realize how hard it is to stop the day-to-day to think and plan the future. Hence, I've been doing it in the early mornings and the weekend. A strategic plan is the greatest superpower to create clarity and alignment. It makes leading easier. 💡 Here are 7 #StrategicPlanning Tips: 1️⃣ Start thinking and ideating for at least 2 weeks. Great ideas don't show up in the moment. You need your subconscious mind to be whacking at ideas long before you come to consider and vet ideas. 2️⃣ You have to get out of your surroundings. If you want inspired thinking, get to inspired places. If you stay in your office, you'll likely get the same thinking associated with your day-to-day. 3️⃣ Confront the brutal facts in the rearview mirror. You can't accept mediocrity in parts of your business only to expect outsized growth. Makes no sense. Then, commit to making those changes as you create your plan. 4️⃣ Create the future in this way: Goal -> What -> How -> Vet Start with the top-level GOAL. (Usually top line revenue) Then, figure out WHAT needs to happen (Objectives). Then, drill down to figure out HOW to execute the WHAT (Projects). Then, VET the operational, financial and human capital to execute your plan. Ask: Who do we need to hire, and what gaps do we need to close? Fact-checking the plan enables you to lead more effectively because you are convinced you can achieve the plan. 5️⃣ Write the plan. I'm serious. It doesn't exist if it's not in writing. Share the plan across the company to create clarity, alignment and the opportunity to ask questions. 6️⃣ Load your Objectives, Projects, Tasks, Owners and timelines into a Project Management board. This drives transparency and accountability. It also creates asynchronous communication that accelerates the achievement. (I call this the Clarity Code) 7️⃣ When you create the plan, include the metrics and guardrails for the HOW. If your hypothesis is wrong - or the execution is poor, you need to know quickly. Otherwise, you'll be far into the plan with subpar performance - and not even know it. If you're working on your 2024 plan or want to see the framework I use to vet your plan, comment "Strategic Plan," and I'll send it to you directly.

Recently, I've been reviewing various methodologies for company alignment, goal setting, and execution. With an endless number of approaches available, and everyone having a personal favorite, one key takeaway stands out: the specific methodology is less crucial than the discipline to consistently apply the methodology you select. Select one, adapt it to your business and style, and establish the rhythm and discipline to use it consistently. A methodology that resonates with me is "The 4 Disciplines of Execution" (4DX), from the book written by Chris McChesney, Sean Covey, and Jim Huling. 1️⃣ Define your Wildly Important Goals (WIGs):  Focus on a few high-impact goals rather than being spread thin across numerous objectives. 2️⃣ Act on Leading Measures: Identify the leading indicators to monitor daily or weekly that are pivotal in achieving your WIGs. 3️⃣ Keep a Compelling Scoreboard: Notice it refers to a "scoreboard", not a "scorecard". A scoreboard drives transparency across the team and is a key element of driving behavior and accountability. 4️⃣ Create a Cadence of Accountability: Regular check-ins and transparent conversations ensure you're on track and on pace for achieving your WIGs. Thomas Monson once said, "When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates." I like the 4DX methodology as it's simple and effective in driving alignment, execution, and performance. But, I'm always looking for new methodologies and strategies to consider. What's your go-to methodology for creating alignment, driving execution, and increasing performance? #saas #leadership #4dx #execution

My business grew out of my deep frustration many years ago working with clients. This is a strong and difficult statement to make; however, it's true.   I have spent half my life helping businesses and organizations execute their strategies and change their trajectory. I am deeply passionate about the concept and practice of execution, as most of you know.   This was not always the case, though. My interest is a direct result of a deep frustration I was experiencing years ago, watching leadership teams work so hard to develop solid strategic plans only to fall short of their desired initiatives.   This was the norm, not the exception. Unfortunately, it still is.   In 1999 the depth of this frustration caused me to focus solely on developing the processes, tools, and training I needed to manage execution within organizations. This is when I discovered several, sometimes counterintuitive, important insights.   Here are a few of my thoughts on the critical discipline of execution.   ·     Leading and managing execution within an organization is not intuitive or straightforward. If it were, most organizations would be exceeding their plans. Not only are they not achieving them, but most executives lack confidence in their organization's ability to execute their plans fully.   ·     Having discipline in strategy execution is the missing link to achieving all strategic plans. With the strategy models and processes that have been developed, 70% of strategic plans still fail in the implementation phase. The issue is not the strategy process but the lack of effective execution processes and tools. These must come first. Strategic planning wastes time and money without having an agile execution discipline first.   ·     Execution happens at an individual level, and it takes strong leadership to manage the effort. What your front-line team members do or don’t do determines whether you achieve your strategic initiatives. It requires having leadership bench strength to collaboratively engage employees, clarify needed changes and meet expectations to reach your organization's aspirations.   ·     Execution management has evolved dramatically; still, most executives don't understand it. Too many managers see issues like; accountability, engagement, culture, and alignment as the core problems to be solved rather than seeing them as a symptom of the real issue, execution.    A well-crafted strategy is undoubtedly important. It outlines the vision, analyzes the markets we will play in, identifies our opportunities, and then charts a path toward success.   However, strategy is merely a document or a map. It's the function and discipline of execution that determines whether the map leads to your needed outcomes or veers off course.    Execution breathes life into those plans and brings them to fruition. Without effective execution management, even the most brilliant strategy is rendered meaningless.   #ceos #leadership #execution #discipline