Jack Welch’s “4 E’s of Leadership” began as three but later added Execution as the fourth. It’s the “do” part, the take-action part. Execution is not only about the effort required but also the emotional risk of failure.
The Reality of Execution
When I started my business, I thought my ideas were gold. I spent time and attention on each piece of content I produced, cherishing and nurturing them. I spent an exorbitant amount of time creating products that produced almost zero positive market feedback.
Sure, I read The Lean Startup (Ries, 2011). I had heard the concept of “fail early and fail often.” The feeling of failure cannot be taught.
The inverse is true, though—the feeling of failure can teach.
To be level-set by the market, whether that’s customers, employees, bosses, or even friends, is humbling. It is those who still get up, fired up, and ready to rock-and-roll every day that will be champions—those who win despite challenges.
Lessons in Execution
Chalk the wins and acknowledge the losses. Focus on the process and develop the fundamentals:
- Continuous Learning: The market is the ultimate teacher.
- Relentless Iteration: Don’t fall in love with your ideas.
- Structured Approach: Frameworks like SMART goals provide a foundation.
- Resilience: Bouncing back is essential.
Success isn’t guaranteed, but passivity guarantees mediocrity. Embrace challenges, and learn from them.
Dreams Stagnate Without Action
I’ve seen many faces of dreams that sit stagnant. They may ignite under the right conditions, but what resonates more is the uneasy smiles as they describe them. You can see them visualizing their dream in their head, yet viewing it as something distant—something someone else might achieve. It’s raw emotion but feels disconnected.
Be your own champion if you must. You may think you’re alone in your pursuit, but once you put your head down and begin to grind, and things begin to move, you’ll hear a slow clap begin—from the people you didn’t even know were there.
Structuring the Execution Process
Ries (2011) constructs a feedback loop in The Lean Startup that structures “fail early, fail often.” The element most entrepreneurs and intrapreneurs are missing is a process of measurement. Idea generation must go through a cycle that measures outcomes rather than infinitely leaning on the strength these ‘preneurs embody—just start!
Frameworks for Success
Make a plan. Put a structure around it. Choose a framework that fits your style:
- SMART Goals (Doran, 1981)
- Build – Measure – Learn (Ries, 2011)
- Plan, Organize, Lead, Control (POLC)
Pick a framework, love it, own it, craft it, develop it, and make it your own. This is your innovation. This is your product.
References
- Doran, G. T. (1981). There’s a S.M.A.R.T. way to write management’s goals and objectives. Management Review, 70(11), 35-36.
- Ries, E. (2011). The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. Crown Publishing Group.