The 5 P's of Execution

The Attibutes for Execution of a Plan

by Kordell Norton

copyright 2006, all rights reserved.

 

The story repeats itself over and over.  The executive sets up a Strategy Session to plan for future success.  Meetings are head and goals created but . . .  nothing happens.  Why?  Our experience shows that there are key leverage points that need to be addressed for any plan to move from theory to execution.  In the 5P Model, the goal is getting results by focusing on execution.  In once recent survey conducted by DDI International, they found that the number one quality for a business manager was the ability to manage to, and meet the numbers.  In a word . . . execution. 

 

Below are the 5 "Ps" that affect execution of a Strategic Plan, or any business endeavor.  (see graphic below)

 

PEOPLE

Unless your staff and people are on board, your efforts will often feel like you are pushing a rock up hill.  We use Group Graphics as one of the processes to get all members of the team involved.  It not only gets their input, but makes them aware that their intelligence and insights are necessary to implement and EXECUTE the final plan. 

 

PRIORITIES

In the past the budget process really determined future priorities.  Unless there are hard decisions made on which direction to take the organization AND THE DEDICATION OF FUNDS AND RESOURCES to make that happen then you most likely will do what you have done in the past.  And the old maxim of "if you continue to do what you have always done, you will continue to get what you always got" will take place.  Allocation of funds needs to occur on a thought out, clear plan that takes the organization to “where the hockey puck is going” and having everyone on board. 

 

PAIN

There are two types of motivation.  The carrot and the cook stove.  The carrot is a great device to encourage continued behavior on some issue.  If someone performs well, you provide a reward, or carrot, to set the example that similar activity will be recognized.  If you want to stop a given

behavior (poor or destructive) then a cook stove motivation needs to occur.  It is similar to a child licking the frosting on a cake (carrot behavior) so that they repeat the action.  But if a child puts their hand on a hot stove (pain) they most likely will NOT repeat the action.  Sometimes others need to have some pain so that they will discontinue bad behaviors.

 

POLITICS

In order to execute quickly, the best way is to touch those who are at the ends of influence curve.  Those who might drag their feet and those who are proactive  and "make it happen".  Those in the middle will most likely follow the common sense of the leaders. 

 

 

PROCESSES

There are three parts to Processes:

 

1.  Bowling Pin Influence - In an atomic bomb it takes just one atom splitting to set the others off.  This is classic bowling pin behavior.  Instead of trying to change everyone at once, execution starts on those with the accountabilities and responsibility for a given task.  Another way of seeing this influence is that of Social Networking.  In this kind of networking a chart is created that shows "power" or "technical expertise" instead of the title/position/authority that is shown in a traditional organization chart.  To get things done, an individual would work with those with the biggest influence, not necessarily those in a given position. 

 

2. Synergy - (1 + 1 = 53) The synergy part of processes takes into account that there are common bonds of interest in different parts of an organization.  The sales department may want to increase sales by hiring additional personnel, which touches the HR department, who needs to hire and track those new employees.  In correlation meetings, as individual departments share their plans with peers in other areas, commonalities need to be discovered and leveraged.   HEP Sessions are quarterly sessions held with department/division heads where this correlation occurs.  For more information on HEP Sessions, give us a call.

 

3. Atomize - If the parts of a plan are not broken down into small increments, then change most likely does not occur because it seems to be so overwhelming.  This is the reason 3 goals are better than 5.  And instead of doing everything at once, project planning tends to have more success as the systems and steps to accomplish the goal are thought out. 

 

About Kordell Norton - The Top Line Guy

Your organization has a strong interest in the "top line" for growth. As a consultant, speaker, author, Kordell Norton works with corporate, association, education and government organizations who want to focus on branding, sales, marketing, strategic planning/leadership, team building, and customer service.

Kordell was an executive with several multi-billion dollar corporations with executive suite positions in sales, HR, marketing and call centers. As a certified Graphic Facilitator, he uses highly visual processes, along with humor, and entertaining methods for powerful, high energy presentations.

Author of Throwing Gas on the Fire - creating drastic change in Sales and Marketing

He can be reached at (330) 405-1950 or at kordell@kordellnorton.com or at his website -  www.KordellNorton.com