Emergent Leaders Newsletter/033/New Leaders: Avoid disappointment by Addressing the Execution Gap With Your Team

So, you’ve successfully defined your vision, you’ve clearly communicated it to your team members – and you now THINK they KNOW what to do and what’s expected of them. All that’s left to do is for people to go out there and DO THE WORK. But, as you've likely experienced, having others executing on YOUR vision can be challenging. Many new leaders find themselves and their teams stuck in the "execution gap" – the space between knowing what needs to be done and actually making it happen.

This week’s newsletter addresses some common hiccups new leaders face when it comes to bridging the execution gap and explores some strategies to help lead teams to take action.

Potential roadblock #1: Unclear Objectives 

Sometimes, the vision is clear, but the objectives are fuzzy. When it comes to describing the vision to your team, you can more or less picture it in your head: what the end-product will look like, what it will accomplish, who it will help, etc. However, the factors that would constitute the project a success aren’t as clear. And so, what happens isn’t necessarily that a team doesn’t execute on your vision, but rather, they execute on THEIR interpretation of your vision, which can be vastly different things. Each person will have their own perspective – and if you have a team of 8, well – that's potentially at least 8 different interpretations of your vision. This makes it incredibly difficult to get everyone moving in the same direction.  

Fix #1: Clarify Your Vision

Be as descriptive as possible, by including information such as quantifiable targets, time frames, benchmarking against past performance, relevance to all other objectives, measurable metrics, responsibility assignments, frequency of reporting, data sources, boundaries or tolerances, alignment with company values, etc. (you can check out John Doerr’s book “Measure What Matters” , which delves into this topic and is a fantastic reference guide.) 

To ensure your team understands the specific goals and outcomes you're aiming for, ask each of them to reframe what they understood from the assignment. By using their own words to verbalize their understanding, it will help them uncover holes in your vision or reveal some areas they need more clarity on. This is also a terrific opportunity for you to fine-tune the vision for everyone before all parties go off on their own to start executing on the vision.  

Potential roadblock #2: Inadequate Planning 

A common mistake new leaders tend to make is assuming their team members “just know" what to do and how to do it. Instructions are sent out and tasks are delegated, but no further planning or instruction is given.

Fix #2: Break down the project into smaller, actionable steps. 

Set realistic timelines and allocate resources effectively. Set time aside for the planning – this is often missed. The vision is created but the execution plan isn’t. So, as you set aside time to create the path to success, involve various stakeholders to ensure they will have the resources available to support your initiative within the time limit you want to get it done. All the planning in the world will not help if the pieces don’t fit. One last thing: if the course set out is new, I strongly suggest carving a more specific path in collaboration WITH your team, with more bite-sized steps. Why? Because team members are more likely to not get overwhelmed and get stuck in delays when they know EXACTLY what needs to be completed, and when it feels more manageable.  

Potential roadblock #3: Lack of Communication 

For some reason, so many leaders are afraid to “over communicate” out of fear of annoying their team members. I’m here to tell you that I have yet to meet anyone who feels that their leaders over communicate. On the other side, leaders also tend to complain about not learning about potential delays or issues from their direct reports until deadlines are looming.  So not only do leaders tend to under-communicate, but they also complain about the fact that their teammates do the same. Ha! 

Fix #3: Clear and consistent 2-way/open communication 

Clear communication is the glue that holds a team together. As a leader, it’s up to you to model the desired behaviors. Regularly update your team on progress, challenges, and adjustments to the plan. Not only will your team members NOT be annoyed, but they'll be grateful to have a transparent leader. Anticipate potential roadblocks and have contingency plans in place. And communicate that you expect the same level of transparency from your direct reports. Make it safe for them to come to you with challenges or issues. This doesn’t mean problem-solving for them. Sometimes, they just need a sounding board or confirmation to move forward confidently.  

Potential roadblock #4: Resistance to change 

New initiatives often face resistance. This is 100% normal – even when a change will bring about a better outcome for the team.  

Fix #4: Empathy 

Approach the situation with some empathy. Remember what it was like to be in your team members’ shoes. Some team members might have legitimate reasons to be concerned. Knowing you will absolutely get push-back from some, anticipate (or ask them about) their concerns and address them together. If change is inevitable, asking open-ended questions like “How would this have to be implemented for you to be comfortable or accepting of the change?” or “What parts are you resisting to/which ones are you can you live with?” This way you are still making clear that the change will happen, but you are also opening the door for their input on a potentially easier or better transition. Be as open to different possibilities as you are asking your team members to be. Encourage your team members to think about how they will personally benefit from the change and help them foster a sense of ownership. The news will land differently if they are given the space to process and are re-directed to think about the potential positive aspects. News around change will also land differently if your team members know you have their backs and will be there to support them throughout the shift. 

Potential Roadblock #5: Lack of Continuous Improvement 

I get this all the time from leaders (and experience this myself when it comes to having to learn new technologies). The initial time demands on top of the awkwardness that comes with learning something new is enough to make anyone dread learning a new skill.  

Fix #5: Creating a culture of learning and adaptability  

If a project or initiative requires learning vastly different skills, giving team members a grace period to learn a specific skill sets that will serve them is the kind thing to do. I completely get that it is not always possible, but if the learning curve is factored into the strategic plan, it mentally gives your team members some breathing room and is less likely to create some tension and delays from inaction. Part of creating a culture of learning and adaptability is creating conditions within the workday to make space for it and respecting that space on a regular basis.  

By incorporating these strategies into your leadership approach, you'll not only help bridge the execution gap when it comes to getting team work completed, but it will also create a foundation for your team’s long-term success.

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/024/Is There Such A Thing As Being Too Client-Focused? How To Honor Business Needs And Client Demands While Nurturing Employee Workplace Satisfaction.

As organizations evolve to better serve their clients and stakeholders, so do their mission statements. But when mission statements are created, they often exclusively have the client's best interest in mind. This makes sense because without satisfied customers, there would be no business in the first place. Though in the process of instilling changes for the benefit of their clients, organizations often seem to leave out the employee engagement piece, leading to a disconnect in how their employees can effectively live up to the mission statement. This challenge is often rooted in a glaring disparity between the organization's mission statement and its limited definition of success. As I've experienced firsthand and am seeing with some of my clients, this disconnect often leaves employees feeling excluded, hampering morale and ultimately, having a negative impact on the organization's ability to achieve its goals. One glaring example we often hear about in the media comes from the education and health sectors, where teachers and nurses are leaving their jobs in droves, often because of this exact disconnect: all about the students, but offering dismal working conditions. It can't just be one or the other; both must be present for workplaces and businesses to thrive. 

In this week's newsletter, I list usual challenges faced by team members when they feel left out of the client-centric mission statement and explain how leaders can help improve their messaging to bridge the gap between company mission statements and employee satisfaction, all while creating a better experience for their clients. 

Mission statements are the bedrock of an organization's purpose and direction - they convey the core values, objectives, and aspirations of the organization. However, a mission statement alone is not sufficient to drive change or achieve success. The disconnect arises when the mission statement is misaligned with the organization's actual goals and operations. I've been called many times to help organizations "operationalize", as they call it, their mission statements, to better help their employees connect to it, see themselves through it and live by it so that the organization can move forward in a way that will benefit all its stakeholders.  

Where do organizations go wrong? Here are some common missteps: 

Misalignment of Objectives 

Often, mission statements emphasize noble ideals, such as customer-centricity or social responsibility. However, the organization's success definition may prioritize financial metrics or other short-term goals without considering the impact on their staff. 

Lack of Employee Inclusion  

Mission statements are typically crafted by top leadership or external consultants, without sufficient input from employees at various levels.  

Communication Gaps  

Even if a mission statement is well-intentioned, it often does not cascade effectively throughout the organization. So how can organizations improve their messaging and operations for improved employee engagement and retention? What does it mean to "operationalize" a mission statement? 

Bridging the gaps

To bridge the gap between mission statements and employee engagement, organizations need to rethink their approach to leadership and the lens by which organizational priorities are set. More specifically, more time and thought needs to be spent on the implementation of strategies and action plans to make the mission statements relevant to employees AND clients alike. Here's how they can do it: 

Involve Employees in Mission Crafting 

Engage employees at all levels in refining or creating the mission statement. Including employees at all levels, across all functions not only leads to a more practical mission but also fosters a sense of ownership and commitment among employees. 

Define Success in Tangible Terms  

Align the organization's definition of success with the mission statement by specifying measurable objectives for all teams and team members. This clarity helps employees understand how their daily work contributes to the organization's larger purpose and vision, which is typically a challenge - particularly with individuals in "hidden" but essential departments, such as IT and finance. 

Transparent Communication  

Leaders must communicate the mission consistently and transparently. This involves sharing the mission's importance, progress, and any necessary adjustments. Use various communication channels, including regular town halls, newsletters, and one-on-one discussions. 

Integration Into Organizational Culture  

Having a clear understanding of the organization's values is extremely helpful to help guide decision-making. Leaders and employees can learn more about their own personal values and how they relate to the organization's values. This helps inform of the behavior, habits and daily actions, creating more authentic workplace connections.  

Continuous Feedback Loop  

By setting up a feedback mechanism that allows employees to voice concerns or suggestions without fear of repercussion, organizations can gather great insights on employee "wellness". Though keep in mind: Leaders must on this feedback to prove that the organization values employee input and is committed to alignment. 

I would also like to add that this misalignment in organizations where I've been involved was never intended to hurt employees. They simply either lack the know-how, or don't take into consideration the time it takes to create a concerted effort to implement actionable strategies to make it happen. 

Organizations must recognize that their team members are key stakeholders in the pursuit and execution of better customer service experience. By actively involving employees in crafting the mission, aligning objectives with the mission's values, and fostering transparent communication, and taking into consideration their "front line" realities, organizations can significantly shrink this gap, and more forward much better equipped to achieve its mission and serve its clients effectively.