Change is hard, especially when it involves executing your business plan or strategy. "As logical and beneficial that improving on execution has been proven to be, many still ignore it, and others fiercely resist it."
For many organizations, the cost of getting better at execution far outweighs (to the negative) the risk of maintaining the status quo. The status quo wins hands down, and much of the blame comes down to resistance.
A resistance that often starts at the executive level.
"It's not the right time," "we already do something like that," we're too busy," or "our people's plates are already full." These are just some of the more common retorts heard from the C-Suite. We push possible solutions out of the picture because we're fearful of "what our people will think."
Even when there is commitment at senior levels to take on execution, know that there will always be pockets of resistance throughout the organization, ready to prolong, jeopardize, and outlast the effort.
Getting better at managing execution is hard work because it's a unique discipline that must be learned and applied. Therein lies the rub. It takes extra work and commitment if it's going to be done correctly. Moving from traditional methods to new ones is a requirement.
Change is a commitment borne of cultures that value continuous improvement and achieving results. Cultures that understand what the status quo means and the impact it will have on the organization. It limits everything; growth potential, future products and services, and ultimately the degree of success the company will experience.
This quote from Max DuPree sums it up nicely.
"We cannot become what we want by remaining what we are."
As a leader, if you've never known of or have just discovered execution, then why not look into it? What's the worst thing that could happen?
Or will the resistance be too difficult to endure?
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#ceos #leadership #change #execution
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