An Index for Balanced Leadership

In every organization there’s a persistent challenge in balancing planning and execution. Leaders may spend considerable time identifying problems and designing solutions but falter during implementation. Conversely, some organizations leap into action without sufficient planning, leading to inefficiencies and missed opportunities.

To address this, I’ve developed the "Well-said, Well-done Index"—a framework designed to help organizations and leaders evaluate and balance their efforts between thoughtful planning and effective execution. This framework can clarify where resources and focus are best applied to improve overall effectiveness and accountability.

What is the "Well-said, Well-done Index"?

The "Well-said, Well-done Index" evaluates how an organization performs in two essential areas:

1. "Well-said": The energy invested in planning, identifying problems, and designing solutions.
2. "Well-done": The focus and success in execution and implementation.

These dimensions are plotted on a two-axis, four-quadrant chart:

• Horizontal Axis (Well-said): Measures the organization’s effort in planning and deliberation.
• Vertical Axis (Well-done): Tracks success and effort in execution.

Highly effective organizations land in the top-right quadrant, excelling in both planning and execution. However, imbalances often arise, revealing tendencies that can either propel or hinder progress.

The Four Quadrants of the Index

1. "Plan Your Work, Work Your Plan" (Top-Right Quadrant)

Organizations in this quadrant excel at both planning and ?execution, ensuring both foresight and follow-through.

Examples:

• NASA’s Apollo Program: NASA meticulously planned the Apollo missions with extensive research, simulations, and testing. Each mission was executed with precision, resulting in groundbreaking achievements like landing a man on the moon. This balance between detailed preparation and flawless execution showcases the power of combining vision with action.
• Amazon Logistics: Amazon excels in using advanced planning tools, like predictive analytics, to anticipate customer demands. These insights drive a highly efficient logistics system, where packages are delivered rapidly and reliably. Their ability to integrate long-term strategy with daily operations ensures continuous improvement and customer satisfaction.

2. "Overthinkers" (Bottom-Right Quadrant)

These organizations focus heavily on planning but often stumble during execution due to delays, resource constraints, or excessive deliberation.

Examples:

• Large Nonprofit Boards: Nonprofit boards often face challenges in reaching decisions due to diverse viewpoints and bureaucratic structures. While they spend significant time creating detailed strategies, limited funding or staff capacity may prevent those plans from becoming reality. This results in missed opportunities to deliver impactful programs.
• Municipal Planning Committees: These committees frequently develop comprehensive plans for community development, such as infrastructure projects or sustainability initiatives. However, political considerations, budgetary hurdles, and lengthy approval processes can stall implementation, leaving plans unrealized for years.

3. "Just Do It" (Top-Left Quadrant)

Organizations in this quadrant prioritize execution over planning. While their actions are swift and adaptable, they get into trouble unnecessarily. If you’re operating in this space you need to have well-developed coping mechanisms.

Examples:

• U.S. Marine Corps Fire Squads: Known for their motto, "Improvise, adapt, and overcome," fire squads act quickly to achieve objectives in high-pressure scenarios. This rapid execution is vital in combat but can lead to challenges if broader mission goals are not clearly defined.
• Small Tech Startups: Startups often focus on launching products quickly to gain a competitive edge or attract investors. While this "move fast and break things" approach fosters innovation, it can also result in technical debt or products that fail to address user needs comprehensively.

4. "Wait and See" (Bottom-Left Quadrant)

These organizations neither invest significantly in planning nor excel in execution. Often constrained by disengagement, fear of failure, or lack of resources, they struggle to take meaningful action.

Examples:

• Declining Local Retail Businesses: As retail trends evolve, some local stores fail to plan for changing consumer habits, such as the shift to online shopping. With no clear strategy or actionable steps to modernize, they lose customers and become increasingly irrelevant.
• Nonresponsive Nonprofits: Organizations facing criticism for past failures may become overly cautious, avoiding bold actions or new initiatives. This lack of initiative results in stagnation, with limited visibility or impact in their communities.

Why This Framework Matters

The "Well-said, Well-done Index" offers leaders a way to diagnose their organization’s tendencies. By understanding their position on the chart, they can take targeted actions to achieve balance. For example:

• An "Overthinker" organization might streamline decision-making and allocate more resources to implementation teams.
• A "Just Do It" organization could benefit from gathering more data and incorporating stakeholder feedback before acting.

For municipal leaders, this framework is particularly valuable in identifying where resources are well spent and where adjustments are needed to enhance public service delivery.

How to Apply the Index

Here’s how to use the "Well-said, Well-done Index":

1. Assess Your Position Evaluate where your organization spends its energy. Metrics like meeting frequency ("Well-said") and project completion rates ("Well-done") can provide clear insights. Look closely at how much time is spent across the organization considering what to do and how time is spent engaged in productive activities/
2. Adjust Resource Allocation Based on your assessment, shift resources to address imbalances. For example, invest in training execution teams or create streamlined processes for strategic planning.
3. Monitor Progress Reassess periodically to track improvement. Organizations evolve, and regular evaluations ensure alignment with shifting priorities.

Where Does Your Organization Stand?

I think the "Well-said, Well-done Index" is a useful tool. Whether your organization mirrors the precision of NASA or the agility of a startup, understanding your position can help guide growth and help you think about where to put more energy.

If your New Year’s Resolution includes being more effective and you would like to start being more disciplined about getting things done, let’s talk.