This is the fourth of four articles about a powerful assessment tool and training program called, the Work of Leaders. This DISC-based program is based on exhaustive research that distilled the essence to leadership to three key action steps:

  1. Crafting a VISION
  2. Building ALIGNMENT
  3. Championing EXECUTION

Each step is highly influenced by three core drivers. Each driver, in turn, has twobest practices associated with it -- resulting in the Work of Leaders model. The end result is a highly practical framework that can be used for a number of applications including business planning, leadership development and team building.

In my first installment, we introduced the VAE Model. In the second, we discussedVISION. In the third, we explored the concept of ALIGNMENT. In this week's piece we drill down into the third leg of the VAE stool -- EXECUTION.

What do we mean by “EXECUTION?”
Execution is turning the the imagined future condition into reality.
At the most basic level, execution is making the vision a reality. The leader must make sure that all conditions are in place so that everyone can do the work necessary to fulfill the vision.

Often people think of execution as something that happens in the trenches, while the leader sits in an office thinking up the big ideas. But the truth is that successful execution of a vision can’t happen without the deep commitment and support of the leader.

EXECUTION is important because:

  • It propels the development of concrete strategies.
  • It makes the vision actionable.
  • It gives people a sense of achievement.
  • It fulfills the promise of the vision.

EXECUTION is for leaders at all levels!
The role of the leader at every level is to make sure the strategies and people are in place for the vision to become a reality. However, certain aspects of this role may look different depending on where you are in the organization.

Your Role in Executing the Vision
Your position in the organization can affect how you participate in ensuring execution. Consider which of the following best describe your role in the process.

  • More hands-on or less hands-on
  • Advocating for resources or providing resources
  • Creating strategy or following strategy
  • Establishing culture or supporting the culture

Now that you have a better idea of what we mean by execution, let’s look at each of the three drivers of execution: Momentum, Structure, and Feedback.

Execution Driver #1: MOMENTUM
Leaders often set the pace for the group, so when they tend to be too low-key, people may not feel the sense of momentum that’s needed to realize the vision. By being driven and proactive—and also by acknowledging others who take initiative—leaders send the message that getting things done at a brisk pace is important.

  • Leaders often set an example when it comes to momentum.
  • People tend to perform to the level of momentum that’s expected.
  • Without a sense of momentum, projects can stall out and fail.

Execution Driver #2: STRUCTURE
To execute on a vision effectively, leaders need to ensure that people have enough structure to follow. Without appropriate processes, policies, and expectations in place, teams operate inefficiently and are less likely to create high-quality outcomes. To create structure, leaders need to make well thought-out plans and analyze complex problems.

  • To work productively, people need to know what is expected.
  • Effective leaders respond to the structure needs of their teams.
  • Structure helps to produce predictable, reliable outcomes.

Execution Driver #3: FEEDBACK
In order to ensure that the vision is executed, leaders must provide both critical and positive feedback. When inefficiencies and complications are evident, leaders need to be willing to speak up. And, when people are performing well, it’s equally important to provide the appropriate praise and recognition to keep everyone engaged.

  • Feedback from leaders helps people know how they're performing.
  • Leaders need to be willing to address problems head-on.
  • Recognizing contributions encourages ownership and engagement.

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