The Neglected Leadership Trait: Follow-Through (Execution)

“There is a six word formula for success: think things through, then follow through” - Eddie Rickenbacker

Picture this - you’re in a team meeting with your colleagues and a great idea sparks an engaging conversation. This conversation leads to a potential initiative that can solve an ongoing problem, save time, add value to the business, etc. Most of the conversation is documented and everyone is feeling energized leaving the meeting.? Then it happens… The idea that was discussed and loved by many falls into the great abyss, never to be seen again or actioned on. This is why Execution (or Follow Through) is so critical as a leadership skill. Leaders need to be able to achieve results through others and not let these things drop off.

Let’s be honest, this has happened to the best of us. We sometimes resist the responsibility & accountability to ourselves regarding changes we want to make. Things such as a lack of understanding, overwhelming amount of details, difficulty on where to start, competing priorities, lacking a plan (see “Planning is Everything”) and etc., can all contribute to poor execution & follow through - sometimes leaving us frustrated because nothing has been done, only words have been said. However, it’s our job as leaders to help identify the root cause and build awareness around solving that problem. We must help build an environment that helps promote follow through and processes that help us execute.

I’ve said it before and will say it again; leadership is difficult - especially when it comes to achieving results through others. However, there are some things you can be doing to promote an atmosphere of follow through and build your own skill set around executing as a leader.

1. Take time to give people specific recognition for good performance - focus that recognition on those who take action and make a difference; not for just doing the job that is expected.
2. Ensure that you agree on clear targets and expectations with each individual - have that conversation together and explain how these connect to the bigger picture.
3. Plan for (and create) an opportunity for people to work on what enables them to learn and grow. It’s not only the end result that matters, but the journey to get there.
4. Leverage different strengths, skills, and diversity of thought to deliver team objectives. Let them go outside of their “responsibilities” and comfort zone - let them take ownership.
5. Match activities to people’s motivation to raise performance levels. Motivation is a behavioural response to personal passions and interests - tap into this.
6. Help turn around underperformance by giving direct feedback and more importantly, support. Difficult for some people to do; however, giving constructive feedback goes a long way in leveling up your team members - be direct, be honest, and be sincere.
7. Hold people accountable for the delivery of results using key metrics. Remember - no target, no point. If you don’t know how or where to steer your ship, chances are you won’t succeed in getting to your destination.
8. Ensure people work at their ‘best use’ and not below their capacity. Challenge people; give them responsibilities that stretch the threshold of their capability - even if they don’t hit the mark 100%, they will still achieve incredible results.

A LITTLE STORY FOR YOU…

This time I take you back to WWII. My grandfather (Sotir) was a member of the National Liberation Army and Partisan Detachment of Macedonia - fighting against Axis forces in the region. They primarily operated off of information that was given to them by spies and recon units in order to destabilize Axis supply lines, slow military movements in the region, and liberate areas under control.

When I was a young boy, I remember him telling my siblings and I about a story when they were in the mountains preparing for an operation to liberate a town in Western Macedonia. They had received information that a German Panzer Division was supposed to be rolling through their area, so they considered sending a scouting party to determine if this was the case or or not. However, since they were set to leave the following night to conduct their operation under darkness, they abandoned following through with a scouting party from the information that was given to them.? The reason, they weren’t confident that a Panzer division could reach them so quickly and if it was worth exhausting their unit to check on German movement.

Unfortunately, the next morning, the Panzer division had reached their encampment. They entered into combat severely outnumbered and technologically overwhelmed. Although they managed to escape and fight another day, they suffered casualties - all because they didn’t follow through on information.

In this instance, a lack of following through resulted in casualties of war. Obviously, this is an extremely catastrophic and tragic example of the negative consequences that can result from failing to execute on responsibilities. Nevertheless, inconsistency in execution and follow through can have repercussions in the business world as well.

WHY THIS MATTERS…

When we think of follow-through, we tend to think of taking action. However, a large part of follow-through is primarily figuring out how things will be accomplished. Following through answers the “HOW” variables of getting something done. What steps are needed to accomplish them? Who will be responsible for which steps? When will they be completed? And what is the time-line?? You must be the one who communicates, directs, and coaches the team through the journey.

A lack of follow through is one of the most underrated negative impacts that can create chaos and failure in organizations. Whether we fail to honour commitments, miss deadlines, develop staff, and so on; a lack of execution can adversely affect your organization’s clients, employees, and leadership - as a result, creating issues in productivity and profitability.?

This is why the leader is the single most important factor in follow-through. It's your job to be clear at the end of every meeting, brainstorming session, and daily stand-ups for who is responsible for what tasks or initiative, and when they need to be accomplished.

So always remember to think things through, then follow through!