As leaders we all must rely on the brains, skills, and motivation of others to meet goals, interpret our visions, and achieve high quality execution.
A challenge many of my executive coaching clients experience is the quality execution part. By that I mean creating a culture where getting excellent work delivered within the expected time frame, on budget, and in a manner that brings satisfaction to all who participate and those who receive is the norm not an exception.
Why is it that some teams have trouble with this quality execution mandate?
Here are My Observations
Poor sense of priorities: Many people are unclear and unsure as to what is most important and needs special attention. Failure happens because many people tackle the easy things first, leaving little time for the challenging and essential parts. If quizzed “what is the priority,” they often say, “in this place everything is a priority.” They are not sure when and where to start. They don’t have a clear picture of what complete looks like.
What can a leader do? People want clear direction. “Your most important contribution to this initiative is the data analysis because that will…” Share the bigger picture, so they feel a part of the solution and ultimately the success. Continue with a directive. “Make sure 50% of your time is spent on it.” Team members need clarity on what is important. This is often because they do not see, or are not privy, to the ultimate purpose. You have a clear picture of the what, how, and when, but your staff may not. Help them set their priorities, eliminate or avoid distractions, and make sure their plan fits with the total program.
Fear of making a mistake: There are team members who live in fear. It’s their personality, experience in other work environments, or the competitive nature of the place you lead that tolerates intimidation. Their fear can blind them, makes them linger in their comfort zone, overwork areas they are confident in, while ignoring aspects where they are less competent or clear. They may be afraid of looking stupid or less capable to you and colleagues. The result is they don’t go ask for help, hide facts, or share problems too late.
What can a leader do? The more junior or new a person is the more encouragement and contact they need. This doesn’t necessarily have to be you. A more experienced member of the team can take on this responsibility. Also, having an attitude that “we all make mistakes” goes a long way in encouraging others to take reasonable risks.
Perfection paralysis: There are a slew of us out there. Nothing is ever finished or good enough. There are always more facts, a tenth draft, another option. Too much time is spent trying to fix things that have already failed, and not enough effort is placed on finding a solution, so you get to the ultimate goal and it doesn’t happen again. Perfection paralysis mode produces overworked products, wasted time and energy, and frustrated workers.
What can a leader do? Sometimes, often, “good enough is good enough.” If you are not signaling this to your employees, you are guaranteeing other important work will never get executed. A perfectionist leader can exhaust and demoralize others. Catch yourself saying, “just one more thing” or adding another comment. Stop and ask yourself “is this really necessary?”
Not using measurements: Most of us are competitive enough with others to want to win and receive the accolades. What if you don’t know what the measurement is or if anyone is keeping score? Many employees have their own ideas as to what is a quality execution. They do not necessarily know the organization’s scorekeeping. They ask themselves, “How do my leaders measure quality? Why haven’t they shared it with me?”
What can a leader do? Make it clear how you measure quality execution and success. Occasionally talk in game terms. Always encourage each contributor to know the current score for their work and the team’s. Discuss progress, catch-up, and end game. Ask them if they feel they’re winning.
Lack Accountability: In Patrick Lencioni’s bestseller, “Five Dysfunctions of a Team,” accountability is one of the key elements. If team members do not believe they are accountable to themselves and others, the group will never reach their goals. Many people find it difficult to hold other team members accountable. This is despite the damage the behavior (on both sides) is doing to the team and the ultimate goal. When people don’t hold themselves accountable, either by not meeting deadlines, driving for high work quality, and blame others for errors they have committed, quality execution is severely hindered.
What can a leader do? Create a culture of accountability. Daily huddles, weekly report-ins, project management techniques are essential. Have each member get back to you, and the team, as to where they are in the process, what is not happening, how they plan to get back on track, and who do they need help from. Grow an atmosphere where accountability is about quality execution, not demeaning others or avoiding constructive conflict. Make it the accepted way of behaving.
Lack of competence: People are often afraid to tell their boss they don’t know something, or they were hired because of skills they now seem to have inflated. We put people in roles and place them on assignments they are not qualified to perform. Sometimes it is just a bad match not incompetence. Lack of resources, experts, or competing priorities force people into situations they cannot handle or execute. Maybe they are not suited to the organization’s style, values, or energy level. Pushing people into newer, higher territory helps some blossom, stretch, and develop. However, it can also sabotage a project in the process as they learn. I have said it many times, “your team is only as good as its weakest link and a less than stellar member takes the whole team down.” They make quality execution impossible and anger those who contribute. It also shames the incompetent person.
What can a leader do? Don’t assume you understand the skills and temperament of your staff. Ask them. Make sure you haven’t placed the right person in the wrong job. Think about what the team needs and measure the members’ contribution solely using that criteria. Dig into why the person is failing. It could be personal issues that are distracting them. Be slow to hire and quick to fire. It sounds cruel but it’s fair to all involved.
Reaching goals, mandates, and vision takes a commitment to quality execution. If your team is not achieving what they are capable of or fail to bring to the table what is required, it’s time to assess why. Is it incompetence, unclear of priorities, fear, perfectionism, or is accountability missing? It might be some, all, or none of these. It is a place to start.
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