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| These seven directives represent ‘Make-it-Happen’ DNA. They form the core character & strength of Execution both for an individual as well as for a business unit. They are equally applicable for personal and professional success. They are the innate qualities that are seeped deep into any successful endeavor. |
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| Maintain ‘Stability of Thought’ |
This is law of nature, and a conventional wisdom. Change & Uncertainty is best managed through a sense of Steadiness & Calm. Stability of thought means that, we do not keep on changing our beliefs, values, way of life, leadership etc.., with every gust of change, upheavals or down-trends. One needs to be agile, but in a stable way of analyzing, interpreting and responding.
To take an example out of corporate world, organizations go through the syndrome of ‘management fad of the quarter’. After every few months, organizations tend to launch a new competency centre, a new management practice, a different way to do the things. This is all good, if it is not an impulsive reaction to a situation and it is sustained for long, to achieve its true potential.
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| Ensure Low-Voice Persistency & Discipline of Action
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Great successes have a very low noise-signature. Achievers are too busy and focused on the ground-level actions to create hype on their agenda. They stay away from inspirational speeches, as they know that deep-rooted inspiration (and therefore belief) comes from the results. They do not believe in big public kick-offs, posters, expensive ‘launch’ offsites, fancy project names, becoming hostage to overly-stated expectations and centering their efforts around the glitz of next performance-update.
Discipline of Action means that once we have decided a smart way to make-it-happen, we should maintain the continuity of that action, till it bears results. You can get a far better health-gain by doing a simple 45 minute daily brisk walk in the morning for 3 months, instead of irregular guilt-inspired bouts of sophisticated weight-training in an expensive Gym. Making-it-Happen is not complex, but highly simple. However, many of us are brought-up to solve complex problems, do not believe that consistent simplicity can bring in great results.
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| Strip ‘Passion & Commitment’ of ‘Emotions’
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An Execution Practitioner will never to be too happy or too sad, in terms of emotional response. A ‘Make-it-Happen’ enterprise will neither over-rejoice a great quarter or hold a ‘standing & blast everyone’ meeting at the end of a bad quarter. A truly successful organization will not be clouded with great results across few years, and start thinking that it is gift of god, and start making over-aspired projections.
A great leader will investigate and analyze good performance with as much incision as bad performance. He will not loose self-esteem or confidence due to few bad quarters or decisions taken by him. He will stick to the fundamental execution-disciplines irrespective of highs or lows. He will not be over-attached to his ‘pet-projects’.
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| Be Trusted First, Respected Later and Loved last
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Execution is not about winning a popularity contest. The best team-work happens when people can trust each other, they are sure that their team-mate means what he/she says, they are confident that commitments will be kept, they are comfortable that there is no hidden agenda and they can openly disagree with an assurance that other person is not going to be offended. There will be no public agreements and private disagreements.
This directive points to the core of character in the inter-personal and inter-professional relationship. Placing trust before popularity is a trait, which has a very short initial period of discomfort, but it leads to enduring and robust working environment.
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| Know and Make the best of your Success-Machine
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| One needs to know what defines one’s success and what are the top 3 things which will make or break that success. One needs to work hardest & smartest around these success-factors. One will place more than 80% of his/her time, mind-space and resources on one’s top priorities. Instead of succeeding at all the fronts, one will press on the primary levers which will drive everything else in the system.
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| Give more respect to Senses than to Muscles than to Performance
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| If a survey is ever conducted, 100% of respondents will prefer strong eye-sight to strong muscles and strong muscles to strong performance. A steroidal short-term performance is counter-productive, without inherent strength to sustain. Similarly strength to perform sustainably is diluted if you do not have sharp-sense of 'what is happening?' and 'why is it happening?'
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| Make-it-Happen in the Last-Mile
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| A strong heart is of no use, if blood does not reach and energize the muscles of finger-tips and toes. A great mind is useless if it cannot connect with the end-points of the nerves which are touching the environment. Execution in corporate & regional head-quarters is simple as everything is in the visual range. The real execution happens in the networks of branches/dealers/outlets/agents/resellers/service-centres. These are the bread-earning points for the enterprise, which are in direct touch with the customers who pay for employees and share-holders. A ‘make-it-happen’ organization will create its execution-engine with last-mile in the fore-front.
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