Why people would rather plan than execute
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In their marvelous book, Execution, Larry Bossidy and Ram Charan say:
"Execution is not only the biggest issue facing business today; it is something that no one has explained satisfactorily."
Execution was published 2002 and things haven't changed all that much. Executives, investors, and authors bemoan the lack of execution. And business leaders still do lots and lots of planning. There are strategic plans and planning reviews and reorganization plans.
We want to read about planning, too. Search Amazon for "planning" and you get a list of over 200,000 books. Do the same for "execution" and there are less than 7,000.
So why do we love to plan and hate to execute? The reasons aren't that hard to find and they're rooted in human nature. Here's how things are in most companies I've seen.
Planning is all about possibilities Execution is all about accountability.
Planners analyze opportunities. Execution is deals in limitations.
Planning is intellectual fun, with no responsibilities. Execution is all about work and there's lots of responsibility.
You can declare a victory when you produce a plan. Execution never ends.
Planning is directing what will be done. Execution is doing what the planners tell you.
It doesn't have to be this way.
Keep the plan simple with lots of room under the tent for adaptability. That's most effective in a complex, fast moving environment.
Move key operational decisions out to the edge. Central planning doesn't work for economies and it's not likely to work for you.
Recognize that the planning doesn't end when you produce the plan. Adaptation in the face of reality completes the plan.
Praise execution, not planning. Execution is real results. Plans are fond hopes that never survive a brush with reality.
Boss's Bottom Line
The important parts of your job are accomplishing the mission and caring for
your people. Those are "execution" things. Planning is only important if it
helps you execute more effectively.
Wally's Working Supervisor's Support Kit is a collection of information and tools to help working supervisors do a better job. It's based on what Wally's learned in over twenty years of supervisory skills training. Click here to check it out.
I would add that 'strategy' and 'planning' are sexier, execution is strategy's homely stepsister. Why? Maybe the perceived brains vs. brawn judgments attached??
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Yes, the brains versus brawn. Good point, Susan. Thanks.
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Wally, another reason that execution often fails is because too many leaders think that it is beneath them. We have elevated "vision", "strategy", etc. as the things leaders spend their time on, so execution is delegated and then ignored. Makes it easy for leaders to blame others when their brilliant plans fail. I really enjoy your blog. Merry Christmas and have a great 2011.
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Good point, Dick. It reminds me of the early days of the net when it was difficult to get senior executives online. One cause we discovered was that older execs saw "typing" as menial labor, done by secretaries and had never learned to type themselves. Thanks for the kind words and adding to the conversation.
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You nailed it, Wally. Speaking as a certified project manager, I think this sentence of yours holds the key: "Keep the plan simple with lots of room under the tent for adaptability." In my current role as a team coach I borrow heavily from Agile software development, a method that does exactly what you call for. In Agile, the team gathers a list of features the client wants, has the client prioritize them, then does only as many as it can in 2-4 weeks. Note that the result is a tested, working application--something they can show the client. Often this gives the client a better idea of what he or she really wants, so the client may add, subtract, and reprioritize features in the list. The team again does as much as it can in a short period, and the cycle repeats until the customer declares the job "done." I have been able to apply many of the principles to a wide range of teams outside of the software world.
Your post provides the reason it works, I think: efficient planning balanced with execution that quickly provides the satisfaction of achievement.
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Thanks Jim. Agile software development is a good model. When Tom Hall and I wrote Ruthless Focus we found that simple strategies work best at the enterprise level, too. Thanks again for adding to the conversation.
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This reminds me of one of my favorite quotes that I seldom get to use. From Wikipedia: Following a Tampa Bay Buccaneers loss in their early seasons, [Coach John] McKay was asked what he thought of his team's "execution." He replied, "I'm all for it."
Have a great Christmas.
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Thanks just TOO good, Mike. Thanks for giving us a chuckle.
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Great points, Wally.
I think many times strategy and execution are not considered separate entities, or it's easy to confuse the two. You can get so involved in the strategy you fail to recognize that nothing is actually getting done. It feels like it is because of the effort that's gone into the strategizing, but really you've mistaken planning for effort or accomplishment.
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Good point, Jen. Seems like a very human way to interpret things, too. Thanks for adding to the conversation.
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Great comments! Thanks for the refreshing post, Wally.
Having executed on many of Larry Bossidy's and Ram Charan's principles of accountability over the years and achieving sustainable business results, we often find it critical in our work to ensure that the rewards align with the right behaviors re: execution and designing the culture that holds people "able".
The best talent want to achieve remarkable. Therefore, designing, cultivating and leading a culture of execution is the hard work that enables the best talent to flourish and delivers tremendous satisfaction and many rewards!
Judy White, SPHR, GPHR, HCS
The Infusion Group™
www.theinfusiongroupllc.com
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Thanks, Judy. I think that "culture of execution" is the key. It takes time and attention to change any culture and for many companies this is a change that needs to be made.
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One of the many reasons that people avoid execution is because of the misguided notion that change is evidence of a mistake or a failure to thoroughly plan.
Thank you for making such a valuable point with such brevity. I hope that leaders who don't yet understand the power of adaption will take note.
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Great point, Rick. If you're working in a Gotcha Environment you don't want to correct anything because it's admission of failure. In more effective teams and organization, correction is the way you get to improvement. Thanks for adding to the conversation.
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You are exactly right when you say "Planning is only important if it helps you execute more effectively." It is a tool to help improve execution.
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Thanks John. Perhaps we could render that: "Planning is a tool to improve execution or it is nothing."
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There are certain things you do not realize until you read them, and through your article I have come to realize those few but interesting and effective way to execute rather than just plan .Thanks once again!!
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Thanks for the kind words, Poul.
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Very good post! Execution is difficult for many for a variety of reasons. In my opinion so many have a fear of failing. However with failure comes learning and learning leads to success. Another reason is so many never execute is that they want perfection prior to executing on a plan. Launch, learn, tweak and realize perfection is just a term, don't let hit hold you back from learning
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Good points, Mike. What you describe is the way it ought to be. Do you think it would help if we imagined planning-execution as part of a loop that also included analyze? Thanks for your comments.
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Thanks for sharing it in such a delightful manner..!
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Thank you, Poul.
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This is spot on Wally. "Planning is all about possibilities Execution is all about accountability.", people get rewarded for hiding behind great ideas but do not want their performance judged on the execution. Valid post at this time of the year given people get all lost in the world of resolutions (planning).
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Good point, Thabo. Getting good ideas is the easy part. And planning, even if you give the competition a vote, is still cleaner, neater, and easier than making the thing work.
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Planning's for talkers.
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True and ....?
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This blog post is featured in the January 5 Carnival of HR: http://ls-workgirl.blogspot.com/2011/01/january-5-carnival-of-hr-reflections.html
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Thanks, Laura.
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