What is execution? This is a question that all enterprises are thinking about and practicing. In fact, execution is the ability of managers to plan, command, follow up, and coordinate in order to achieve strategic and phased goals. The highest level pursued is to have everything under the manager's control, which is to "manage every person's every task every day." Know what everyone is doing, how they are doing, and what help they need... So, as an enterprise manager, how do you improve team execution?

When it comes to this issue, let's first look at the operation of the ISO9000 management system. ISO9000 is a "quality assurance system" developed by the International Organization for Standardization. Its core essence is: what should be said must be said, what is said must be done, and what is done must be seen. "What should be said must be said" means that what the enterprise requires employees to do must be formed into systems and instructions, and operated according to the requirements of the specifications. "What is said must be done" means that all systems, regulations, and processes formulated by the enterprise must be implemented without compromise. "What is done must be seen" means that the process and results of execution must leave records; without records, there is no occurrence.

If we apply ISO9000 to the daily management of enterprises, it can also become a "guarantee system for execution." How to ensure that executors "say what should be said, do what is said, and see what is done"? The author believes that to improve team execution, enterprise managers should first pay attention to the following points before, during, and after execution:

  1. Matters that managers need to pay attention to:

  1. Before execution: A. Formulate an execution plan based on the goals: who will execute, when to complete, and who will supervise and accept the results? B. Issue orders and communicate deeply with executors, clarifying the order of tasks and key points. For important tasks, clarify reward and punishment regulations. C. Issue orders to supervisors and inspectors, clarifying the acceptance criteria and time for tasks.

  2. During execution: A. Track and inquire about the execution status at any time. B. Communicate deeply with executors to see what problems exist and what help they need from leaders. C. Pay attention to areas and matters that need improvement.

  3. After execution: A. Summarize the execution situation and make judgments. B. Based on the execution situation, reward or punish as appropriate. C. Summarize experience, form consensus, and promote important experience.

  1. Matters that employees need to pay attention to:

  1. Before execution: A. Listen clearly and understand the leader's instructions. B. Report to the leader: the resources you need (people, money, materials). C. Matters and suggestions that need to be explained to the leader.

  2. During execution: A. For important tasks, keep execution records and report the execution status to the leader in a timely manner. B. Problems during execution that require the leader's help. C. Ask the leader if there are areas and matters for improvement.

  3. After execution: A. Report to the leader or supervisor for timely acceptance. B. Based on the acceptance situation, summarize experience and lessons. C. Thank colleagues who participated and leaders who provided help.

  1. Several key words for improving execution:

While fulfilling the above matters, keep in mind the following key words for improving execution and implement them seriously. These key words are:

  1. Compulsion: When the company determines the execution goals, all departments start actions under the unified deployment of the company. Clarify the division of labor, responsibilities, time and progress, execution discipline, reward and punishment methods, and reporting and feedback methods for each department. It is necessary to establish the execution discipline of "disagree but go all out." For organizational decisions, regardless of understanding or agreement, they must be implemented without compromise. It is absolutely not allowed to not execute or pay lip service when organizational decisions are inconsistent with personal opinions.

  2. Communication: The decision-making layer should communicate deeply with the execution layer in advance, including everyone involved in execution, clarifying the key points of each link in the execution process, the problems that may arise, how to solve them, what resources are needed, and whether there are contingency plans.

  3. Feedback: During the execution process, everyone involved should promptly feedback the execution situation to the person who issued the instructions. When there are problems, solve them; subordinates are responsible to superiors.

  4. Inspection: During execution, timely inspections should be conducted, errors should be corrected promptly, superiors are responsible for subordinates, and necessary resource assistance should be provided.

  5. Reward and Punishment: After execution, refer to the execution discipline, reward when appropriate, and punish when appropriate.

In summary, the source of the above measures and precautions for improving execution is the basic tool of the ISO9000 management system operation - the reprint and specific application of PDCA.