In strategy execution, leaders are responsible for driving the strategy forward and championing the direction the organization is heading. This involves, for example, reviewing progress, coaching people, resolving issues, and ensuring the right outcomes are being achieved. Leaders don’t lead by example as they don’t implement strategy; their employees do.
Before you even start your strategy execution, the odds are stacked against you as more fail than succeed. I have seen from my seventeen years consulting in this field that leaders are guilty of delegating the execution and not paying adequate attention to it. When leaders do this, their people also stop paying attention to it. McKinsey & Company stated that, “Half of all efforts to transform organization performance fail either because leaders don’t act as role models for change or because people in the organization defend the status quo.”
Show Confidence in the Strategy
If leaders perceive execution as an interruption to the business, they will not drive and champion it.
Anything short of embracing a new strategy and its execution by leaders can be seen by employees as a lack of confidence in the strategy itself. That feeling will spread throughout the organization.
If you only apply lip service to the execution without championing it, employees will sense the lack of commitment and not step up; the execution will fail.
If you don’t create the time to oversee the implementation journey, change the agenda and explain why the organization needs to transform, then employees will sense the lack of commitment and not step up; the execution will fail.
If you don’t set the strategy and create the budget to allocate required funding, employees will sense the lack of commitment and not step up; the execution will fail.
Booz and Co. Survey: 53% don’t believe their company’s strategy will lead to success.
A key question to consider is: “What are you willing to do to execute your organization’s strategy?”
In contrast, strategy execution progresses when leaders support their comments with time and actions. Because only so much can go on a leader’s radar, he or she has to carefully select which actions will best drive the execution forward and where to invest their time.
Booz & Company surveyed executives from around the world on the results of their organizations’ strategic initiatives. Given more than 2,350 responses, the findings suggest a high degree of disillusionment, including:
Two-thirds (67%) say their company’s capabilities do not fully support the company’s own strategy and the way it creates value in the market.
Only one in five executives (21%) thinks the company has a “right to win” in all the markets it competes in.
Most of the respondents (53%) don’t believe their company’s strategy would lead to success.
If leaders don’t believe in the strategy, they will never be authentic and sincere in executing it.
PWC Survey: 55% of CEO’s state lack of trust is a major threat to growth.
Are you a leader who has had some success but now feel stuck?
What’s your leadership gap?
Understanding yourself is the beginning of influence. You must understand you before you can possibly understand others and how to influence them.
If you’re a leader of leaders, you want to understand your team, how they interpret the world, their unique way of leading. A powerful team is made up of a diverse group of leadership styles.
Lolly Daskal’s new book, The Leadership Gap: What Gets Between You and Your Greatness, introduces her system to help executives discover their own leadership style and how to leverage their strengths. If you’re a leader who has reached a point where you’re confused why your success is stalled, this is for you. If you’re wondering what’s stopping your upward climb, this is for you. If you want to take your career up a notch, this is for you.
Lolly is not only a personal friend of mine, but she has racked up numerous awards and accolades ranging from Inc’s Top 50 Leadership and Management Experts to Huffington Post saying she is the most inspiring leader in the world. She’s coached some of the world’s most prominent leaders for years.
“A leader must always set the standard of what they want to see in others.” -Lolly Daskal
You’ve worked with many leaders all over the globe. What are some of the qualities that you notice that makes a leader stand out?
For over three decades, I have worked as a leadership coach and business consultant around the world, spanning 14 countries and hundreds of companies. Many years ago when I first started, I found an interesting pattern that was showing up within everyone I was working with, even across cultures. Over time I distilled that pattern into seven archetypes, each archetype with its own quality that sets it apart.
First, there’s the leader I call the Rebel, who leads with confidence and wants to make an impact in the world. And Rebels do start revolutions—but not through revolts and uprisings. Rebels are the quiet warriors who embark on quests to achieve remarkable things. They overcome formidable obstacles to save the project, the team, or the company. They ask, “How can I push the envelope?”
Rebels need confidence to succeed—not the kind of confidence that means standing in front of the mirror and saying, “I’m the best and the brightest,” but knowing your capabilities and competencies, knowing what you are good at, and what skills you have mastered. Confidence is simply knowing what you’re able to do. So the more skill and talent you have, the more competent—and ultimately confident—you feel.
“Confidence is simply knowing what you’re able to do.” -Lolly Daskal
Second is the Explorer, who leads with intuition. Explorers always want to try something new. They enjoy navigating through uncharted waters with innovation and creativity, using their intuition to test the boundaries and limits of what is known. They reject the status quo and doing things the way they’ve always been done. They ask, “What can I discover?”
Explorers listen to their inner voice and their gut, and use their inner knowledge to make decisions. Instead of relying only on rational thought, they balance their thinking with intuition. They think well on their feet and are decisive.
Third is the Truth Teller, who leads with candor. Truth tellers believe they owe it to those around them to always be open and honest, even when their candor makes people uncomfortable. Even so, their honesty isn’t cruel but comes from a sincere desire to help and serve. They view speaking up as a duty. Truth tellers ask, “Where should I speak up?”
Fourth is the Hero, who leads with courage. Heroes are the ones who don’t hesitate to act while others stand on the sidelines trying to figure out what’s going on. Heroes are willing to put their entire vision and mission at risk for a shot at greatness. Heroes act in spite of fear and overwhelming opposition. They ask, “Where is courage needed?”
Fifth is the Inventor, who leads with integrity. Inventors are constantly working to improve processes and products and to perfect their craft. They are experimenters who make many small bets and are willing to fail in pursuit of big wins. they ask, “How can we make this better?”
Inventors seek quality and excellence, always grounded in integrity. They don’t compromise on what they want to achieve, and they give it their best. They’re never satisfied with the status quo but always aspire to a higher standard of excellence.
“Inventors seek quality and excellence, always grounded in integrity.” -Lolly Daskal
Sixth is the Navigator, who leads with trustworthiness. Navigators know where they need to go, and they inspire others to trust and follow them. Navigators give trust as well as they receive it, keeping things simple and understandable as they masterfully steer their organization and the people within it. Navigators ask, “How can we get to where we need to go?”
The seventh and final leader is the Knight, who leads with loyalty. Knights are primarily associated with chivalry and protection; they’re willing to go to battle to defend their beliefs and are devoted to the ideal of service. Knights display fierce loyalty and partnership with others while protecting people and bringing them together.
Knights believe leadership is based on loyalty—reliable and dependable and dedicated. Knights will stand beside you and will serve you, before they serve themselves.
What makes a leader successful over the long haul?
Most leaders believe that to be successful they need to know all the elements of how, what, when, and where. But I’ve found that the game changer comes when a leader knows who they are—because getting the foundational element of the who prepares you for the how, what, when, and where—and even the why. As we know, the first step to successful leadership is taking responsibility for ourselves.
“Everyone has the power to inspire and serve the world.” -Lolly Daskal
Eventually, you say, leaders likely face a leadership gap where they are stuck and their success wanes. Tell us more.
Most successful individuals have a certain set of skills that got them to the top of their game. But there comes a time that those same skill sets stop working, and you have to learn to pivot to keep succeeding. Most of us rely on what we know and expect it to be sustainable, but if we are not changing, evolving and growing, we are not going to remain successful leaders.
Within the seven archetypes, this principle is expressed as shadows or gaps that exist within each:
The Rebel who needs to be confident has a gap of feeling like an Imposter, paralyzed by self-doubt. This gap often takes the form of negative internal messages: You are not smart enough, good enough, bright enough to make a big impact. You didn’t go to good schools or get the right education. People are judging you.
The Explorer, who is all about using intuition, has a gap of being the Exploiter, who manipulates. Exploration means letting go of control, and those who struggle with turning loose often try to find their way by manipulating and exploiting others.
The Truth Teller has the gap of becoming the Deceiver, who creates suspicion. This one is easy to spot. It’s the leader who withholds information, the boss who tells half-truths, the manager who doesn’t address concerns. When people don’t know what they need to know, rumors and speculation run wild, creating a culture of suspicion and paranoia.
The courageous Hero has the gap of becoming the passive Bystander—someone who does and says nothing regardless of what they see or hear. Driven by fear, the Bystander plays small and stays stuck where they are.
The Inventor, who is all about integrity, has the gap of being the corrupt Destroyer who is focused on doing things cheaper and faster. The Destroyer’s lack of integrity permits quick fixes, cutting corners and compromising quality and standards.
The Navigator, who focuses on giving and earning trust, has the gap of coming across as the arrogant Fixer. The Fixer tells people what to do instead of navigating with them and is so aggressive that people dismiss them as arrogant by nature. Fixers see the needs of others as more important than their own, and they move from wanting to help to needing to help. They primarily want to be needed.
Finally, the loyal Knight has the gap of becoming the self-serving Mercenary. Without the understanding that leadership is about serving others, they can’t engender loyalty from those they lead. Leadership grounded in self-absorption or self-obsession can never succeed.
Leverage Your Gaps
Is there a way to avoid or move quickly past a gap?
It’s important to learn how to leverage your gaps:
For instance, if your leadership style is in line with the confident Rebel, you need to learn to leverage the Imposter within you. There are several things you can do to leverage this particular gap when you begin to lose confidence in yourself.
“Stop comparing yourself to others and focus on your own improvement.” -Lolly Daskal
First, you need to stop comparing yourself to others and focus on your own improvement and leadership development.
Second, to avoid focusing on your failures rather than your successes, make a list of your accomplishments and place your wins in plain sight so you are reminded of them regularly.
And finally, remind yourself that perfection is unattainable and aiming for it sets you up for continual frustration and disappointment.
When you’re aware of your gaps, you know what messages to counter them with. Rebels can remind themselves that, even if they feel like an imposter, they should never underestimate themselves or their capabilities.
Since I have long been interested in helping people push past what’s comfortable, I found his new book particularly intriguing. After reading it, I am sure that you will find his work as actionable as I have. I spoke with Andy recently about his new book.
“Life begins at the end of your comfort zone.” -Neale Donald Walsch
What keeps people safely ensconced inside their comfort zones?
I’ve found five specific reasons, and I call them psychological roadblocks or barriers. The first is the Authenticity Challenge: It’s the idea that acting outside your comfort zone can feel fake, foreign, and false. The second is the Competence Challenge: In addition to feeling inauthentic, you can also feel like you don’t have the ability to be successful in a situation outside your comfort zone. The third roadblock is what I call the Resentment Challenge: Even if people logically know that they need to change their behavior to be effective in a new situation, they may feel resentful or frustrated about having to stretch beyond where they’re comfortable. Roadblock #4 is the Likeability Challenge: One of the greatest worries people feel when stretching outside their comfort zones is whether people will like this new version of themselves. Finally, Roadblock #5 is the Morality Challenge: In certain instances, people can have legitimate concerns about the morality of the behavior they’re about to perform. Of course people don’t necessarily experience each of these roadblocks each time they attempt to act outside their comfort zones. However, even one or two roadblocks can be enough to keep people fully ensconced within their comfort zones.
Do most people know which one is their challenge?
When we’re afraid of something, we often just feel “worried” or “fearful.” And not really knowing or understanding where the discomfort actually comes from just compounds the problem. But what I find is that when people can apply this framework of psychological roadblocks to their lives, they have a much clearer way to make sense of their experience – and that gives them a sense of control over something that previously felt confusing or overwhelming.
“The best things in life are often waiting for you at the exit ramp of your comfort zone.” -Karen Salmansohn
The vicious cycle of avoidance is one we’ve all participated in or watched to varying degrees. What’s the best way to stop the cycle and get back on the right path?
So many of us encounter this trap: We avoid something outside our comfort zone – and feel quite relieved. But then the next time around, it’s just that much harder. To stop the cycle, you have to have a deep sense of purpose that the “pain” is worth the “gain” – that whatever it is you’re contemplating outside your comfort zone will contribute to your career or personal development — or enable you to help others and make a difference. And what’s critical is that this source of conviction is authentic and meaningful to you. When you have conviction and motivation, you’ll have the power to say yes when every bone in your body is aching to say no.
Leadership is not a position. It’s not a title. It’s not a job. Leaders are people who make an impact, influencing others to action.
That’s why I was intrigued to read a new book by Angie Morgan, Courtney Lynch, and Sean Lynch. Spark: How to Lead Yourself and Others to Greater Success recognizes that leaders are found almost anywhere in the organization. I recently spoke to Sean about their new book. He is a senior consultant at Lead Star and specializes in designing and delivering leadership programming. He holds a BA from Yale University and served as a fighter pilot in the United States Air Force.
“A leader is someone who influences outcomes and inspires others.”
A Spark is someone who doesn’t just accept what is given to them. Sparks realize that they can do things differently to create the change they’d like to see. Sparks understand that they have both the ability to influence and inspire, and they look to influence and inspire those around them. Sparks create their own opportunities and are identified by their actions, commitment, and will, not by a job title. Sparks choose to lead.
“Credibility is the foundation of your leadership style.”
At times, we place leaders on a pedestal. We think they are larger than life or different from us. But leaders are people. We have relationships with people, and trust is a foundational component of all relationships.
We can all be better leaders in the various roles we fill. Leaders influence and inspire others to work together toward a common goal. In order to be influenced and inspired, we must trust the leader’s competency, character, and intentions.
“Leaders influence and inspire others to work together toward a common goal.” -Sean Lynch
Character and credibility are two keys to creating trust.
Character is important because, before we can lead others, we must lead ourselves. We must get in touch with our most deeply held values and intentionally act in accordance with those values. If we talk about work-life balance, and then regularly call co-workers after hours and email them on weekends, others will see that our actions are at odds with what we say we value. People will question who we are, how we might act in the future, or how we might act under pressure. They will lose trust in us.
Determine your most closely held values and what matters most. Honestly assess where you have compromised your values, and identify ways to lead more consistently with your values.
“Character and credibility are two keys to creating trust.” -Sean Lynch
You can’t force people to trust you. You have to earn trust in ways that are meaningful to others. Credible performance builds trust. Here are some examples.
Start by understanding and meeting the standards of others. We usually strive to meet standards that we think are important. Yet, every time we interact with others, we are being judged. And the standards others judge us against may be very different from our own standards. If timeliness is important in your organization and you are constantly late for meetings, you are not meeting the standards of others and demonstrating credible performance.
Maintain a narrow “Say-Do” gap. Keep the difference between what you say you’re going to do (or what you are supposed to do) and what you actually do as narrow as possible. Be consistent. When you promise the report by Thursday, do you follow through? Or do you let it slide and hope no one will notice?
Clearly communicate intent and expectations and ensure people understand. Often we assume that people know what they are supposed to do. Don’t assume. Communicate what to do along with expectations and intentions. Bring clarity and focus by constantly, continuously communicating expectations and intent. Ensure everyone is on the same page so that people can act in ways that are consistent with intent even when you’re not around.
Finally, hold people accountable to those clearly communicated and well understood standards, intent, and expectations. Holding others accountable isn’t personal. With clear, well-communicated standards, intent, and expectations, holding people accountable is merely comparing their performance to the standard, intent, or expectation.
David Kelley has many titles: design thinker, writer, engineer, professor and co-founder of IDEO. IDEO is responsible for such things as creating the first mouse for Apple and the thumbs up/thumbs down button on the TIVO remote. But David’s proudest work is helping people unlock their creative confidence. He wrote a fascinating book with his brother: Creative Confidence Unleashing The Creative Potential Within Us All.
“Belief in your creative capacity lies at the heart of innovation.” –David Kelley
Kelley shares a story that had a big impact on him when he was only in the third grade. His friend was working on a clay horse. A passing comment from a fellow student caused him to quit and roll up the horse in to a ball. That single comment stopped this student’s creativity in its tracks. When Kelley shares this story, he inevitably gets a ton of people sharing various memories of similar experiences. Many of us have a debilitating fear of judgment.
Kelley tells of his visit with Albert Bandura, a social psychologist, and their discussion with Bandura’s work with phobias. Bandura has developed a methodology that cures people very quickly. Within hours people with a snake phobia actually touch one by the end of the session. By conquering this fear of snakes, they birth a new sense of confidence and have less anxiety about other things in their lives.
Using this model, Kelley decided to take the fear of being creative and use the same techniques to boost creativity.
“Striving for perfection can get in the way during the early stages of the creative process.” –David Kelley
Kelley tells the compelling story of Doug Dietz. Dietz was proud of the medical imaging equipment he developed. One day, he arrived to find his MRI machine in use and a little girl absolutely terrified. Apparently, 80% of pediatric patients have to be sedated just to go through an MRI. Dietz, once proud of his machine, now hated it because of the fear it caused in kids.
I’m often struck by the “why” behind an invention. The MRI worked as designed. Scientifically, it provided all of the data necessary for medical professionals to analyze.
But when Dietz saw the scared child, his why changed. Now his purpose shifted from the medical professional to the kids.