Execution Management vs Traditional Performance Management

Many business leaders unknowingly abdicate their responsibility for achievement of the annual business plan to human resources. The logic being that if you develop the people (make them smarter) then they will be able to better or more effectively execute on the plan. It's true that human resources can certainly help to shape strategy but traditionally, business has always relied upon the operating team's expertise to get done what needs to get done. It's because of this that execution must always be owned by the executive or leadership team. 

Execution management and traditional performance management have always experienced some level of role confusion or overlap. This has been largely due to the fact that execution management requires the well planned and careful utilization of goals and responsibilities in carrying out daily tasks and activities. This overlap has often mistakenly assumed the execution management process to be part of the traditional human resources performance management process.

And that's where the problems begin. When traditional performance management becomes connected to the strategic (execution driven) planning process it creates a disconnect formed between the aspirations of the individual (largely career oriented) and the needs or goals of the company (globally required). Traditional performance management focusing on individual employee development, competencies and career planning will always be a critical and necessary component of business but, it’s use as the means for achieving the strategic, is largely flawed. Competent, well developed employees are a good thing but, they provide no guarantee that the organization will get done what needs to get done in order to achieve company objectives.  And when an organization doesn't achieve its objectives, we know from experience that dramatic change (and sometimes chaos) usually ensues further driving it off course and assuring that the accomplishment of the strategic plan will be deferred.

That role is meant for execution management, where the individual efforts of everyone on the team are focused upon and aligned with the key initiatives of the organization. Where day to day planning meets the strategic and operating teams collaborate successfully to drive needed outcomes.

Make no mistake, leadership needs and should insist upon the on-going investment in employee development, something that they will never outlive. On the other hand, allowing human resources to lead the charge operationally will result in no more than sustaining what you currently have...the status quo.

Monte Pedersen is the Principal of The CDA Group, a unique leadership training firm that specializes in strategy execution management, an operations-based system and process that positively changes the behaviors of individual managers and teams across all disciplines. They specialize in developing leaders at all levels of an organization while creating greater accountability and achieving more consistent operating results. They can be reached via website at www.ClarifyDeployAchieve.com