Strategy execution is still a relatively new topic in business and leaders struggle how to do it. They face many execution challenges and the top one is communicating the strategy. If you understand the most common pitfalls in communication, hopefully you can avoid them.
What are your preferences?
- Apple or Galaxy phones?
- Working in the morning or at night?
- Tea or coffee?
- Work alone or in a group?
- Window or aisle seat on the plane?
Just as everyone will answer these questions based on their own preferences, people have their own ways of answering the call to executing a new strategy. Leaders who achieve excellence in execution recognize this as they prepare to communicate a new strategy. They consider how to respond to people’s different preferences and strive to create the right first impression. Consider that you never get a second chance to start a good execution.
As an essential business topic, strategy execution is in its infancy. Yet it’s quickly evolving as leaders demand more knowledge, structure and resources on how to achieve it. When they address how to execute strategy, it’s not always with the same energy, drive and conviction they applied to crafting it. Often, they’re missing the skills and tools needed to excel in their execution efforts.
A leadership team doesn’t walk into a conference room and declare, “Let’s create a bad strategy!” Although they believe they have crafted a winning strategy by the end of the planning, they only know if it’s good once it’s executed.