---
title: "Is Your Business Team's Execution Poor? Try the \"143\" Model"
description: "For those in sales, besides high-frequency terms like \"sales targets\" and \"collections,\" \"execution\" is certainly familiar. Having observed many sales teams, common issues include marketing questioning sales' execution, management questioning frontline performance, and third-party planners blaming execution, leading to the mantra \"30% planning, 70% execution.\" This article proposes a systematic model for building execution capability in business teams."
author: "邓杰"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-08-06"
language: "en"
canonical: "https://xinjignxiao.com/en/articles/is-your-business-team-s-execution-poor-try-the-143-model-6d552b6b/"
markdown: "https://xinjignxiao.com/en/articles/is-your-business-team-s-execution-poor-try-the-143-model-6d552b6b.md"
original_source: "https://mp.weixin.qq.com/s/NDNOg9xOLSPRQ3zzE44fog"
translation: "https://xinjignxiao.com/zh/articles/%E4%B8%9A%E5%8A%A1%E5%9B%A2%E9%98%9F%E6%89%A7%E8%A1%8C%E5%8A%9B%E4%B8%8D%E8%A1%8C-%E5%B0%9D%E8%AF%95%E4%B8%80%E4%B8%8B-143-%E6%A8%A1%E5%9E%8B-6d552b6b.md"
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---

# Is Your Business Team's Execution Poor? Try the "143" Model

> For those in sales, besides high-frequency terms like "sales targets" and "collections," "execution" is certainly familiar. Having observed many sales teams, common issues include marketing questioning sales' execution, management questioning frontline performance, and third-party planners blaming execution, leading to the mantra "30% planning, 70% execution." This article proposes a systematic model for building execution capability in business teams.

For those in sales, besides high-frequency terms like "sales targets" and "collections," "execution" is certainly familiar. Having observed many sales teams, common issues include marketing questioning sales' execution, management questioning frontline performance, and third-party planners blaming execution, leading to the mantra "30% planning, 70% execution."

In this article, I don't intend to debate who's right or wrong—marketing or sales, management or frontline, planners or the company. Instead, I'll present a model for systematically building execution capability in business teams.

Quality over quantity! The core of elite troops lies in efficient execution; without it, everything is like a moon in water or a flower in a mirror. So, how to build a business team with high execution?

**1. Establish an Awareness: The Business Team is an Asset Requiring Management, with Great Potential**

Before elaborating, let's summarize two common views on business teams: first, they are a cost because the company bears salaries and expenses; second, they are an asset because they generate sales. Both views are flawed and can lead to biased decisions. Treating them as a cost leads to cutting positions, hiring cheap labor, and reducing benefits. Treating them as an asset can lead to overstaffing, neglecting management, and ignoring their potential destructiveness.

The correct view is that **the business team is an asset with great initiative, requiring management and guidance.**

Early in my career, I briefly worked as a salesperson for a home appliance company in Shanghai. The company's approach to its sales team was problematic: indiscriminate hiring, no systematic training, and no discipline or guidance, leading to confusion, low efficiency, and frequent mistakes. The result was predictable!

**2. Establish Four Safeguard Mechanisms (Hygiene Factors)**

These are: entry and exit mechanisms, promotion and demotion mechanisms, reward and punishment mechanisms, and communication and participation mechanisms. Without these, building execution lacks environmental support.

**1. Entry and Exit Mechanisms**

New members can impact the team's execution culture, so management must screen carefully. Also, exits are inevitable, so an exit mechanism is necessary. The principle is "strict entry, lenient exit": rigorous assessment before entry, being cautious with: (1) frequent job-hoppers; (2) older applicants for basic sales roles; (3) non-settled migrants. Better to have none than a bad hire. Lenient exit means quickly removing those who don't fit the execution culture, are coasting, or lack execution.

General selection rules: (1) Virtue over ability; avoid those with gambling, bad habits, or dishonesty. (2) Judge from details; behavior reveals traits that determine fit for an execution-oriented culture.

**2. Promotion and Demotion Mechanisms**

Good promotion/demotion mechanisms boost execution and combat effectiveness. Many companies lack these, causing: (1) people can be promoted but not demoted; (2) blocked promotion paths for frontline; (3) forced adjustments create obstacles and cliques. Many companies create fake positions to accommodate demoted staff.

Two methods: (1) Clear promotion paths so members know how to advance. (2) Foster a culture where up and down is normal; encourage striving, and take action against the unmotivated, even removing them.

**3. Reward and Punishment Mechanisms**

Carrot-and-stick is crucial for building execution culture, but a consistent, effective system is more important than arbitrary rewards/punishments. In some teams, leaders cause issues like unfairness, leading to resentment and resistance. A good system should: (1) Punishments must be justified: reasonable, not subjective or arbitrary. Clearly define rules in advance, give adaptation time, then enforce consistently. (2) Rewards must be timely: fulfill promised rewards promptly, without cutting (can add). High-performing teams link discipline to prompt rewards. (3) Reward primarily, punish secondarily: positive and negative incentives both work, but for long-term development, reward-focused is better.

**4. Communication and Participation Mechanisms**

The core purpose is to solve problems, build consensus, and reduce execution resistance. Common mistakes: (1) no feedback platform; (2) leaders lack patience; (3) no response to feedback; (4) cliques; (5) too many meetings; (6) one-person show.

Effective communication should focus on solving problems, increasing consensus, and reducing resistance. Meetings for their own sake and using positional power harm team morale. Recommendations: 1. Respond to feedback promptly; ensure issues have outcomes and feedback. 2. Encourage feedback and suggestions; don't mock "stupid" questions. 3. Fewer talkfests, more practical meetings; solve multiple issues per meeting; control time; avoid marathons and one-person shows. 4. Encourage open discussion; stop behind-the-back talk; address it immediately.

**3. Focus on Three Core Projects (Motivators)**

The four mechanisms are like the foundation; the three core projects are key to building an execution team: team values, income growth plans, and training systems.

**1. Team Values Building**

I once encountered the sales team of Xuanjiu, a black-horse liquor brand in Anhui, at their distributor in Suzhou. In just 1.5 years, they achieved over 100 million yuan in sales, making Suzhou a stronghold. Their team values were palpable; members had immense confidence in strategies. The boss attributed this to long-term values building.

Team values, like personal values, help members judge right from wrong, guiding unified action. A team without values is like a body without spirit. Core values to emphasize (including but not limited to): (1) Business success comes from persistence and repetition. (2) Market competition requires courage and determination to win. (3) One tree doesn't make a forest; individual success depends on the team. (4) Continuously improve skills through learning. (5) Work is a lifestyle; either accept it or leave; depression and pain are not normal.

**2. Team Training System**

Values, skills, and leadership can be developed through training. A training system is essential. Focus on three areas: values indoctrination, business skills, and leadership training for team leaders.

Most companies recognize training's value but often err: (1) Monotonous formats—hiring a professor or "expert" leads to excitement in class, impulse after, but no action at home; or they teach their strategies while you scroll your phone. (2) Narrow content. (3) Neglecting leadership training, especially with Millennials and Gen Z in the workforce.

Two principles: (1) Example is better than precept: leaders must lead by action. Management is mental and physical; expecting to lead a dynamic team just by talking is unrealistic—even President Xi does field research. (2) Strict enforcement of rules is also training: it builds execution and core values. Leaders should note this.

**3. Member Income Growth Plan**

Ultimately, people need to earn money. Team members have basic material needs; income is key. The idea of "wanting the horse to run fast without feeding it" doesn't work, at least not long-term.

Companies or leaders must seriously plan income growth, though it's often ignored due to sensitivity. Recommendations: (1) Ensure income is at least industry average. (2) Encourage "small horse pulling big cart": keep work saturated to boost income, e.g., better time management to serve more clients. (3) Don't cap earnings; encourage high salaries; more ability, more pay. (4) Break the "big pot" mentality; link income to effort. (5) If possible, encourage team contracting or an Amoeba model.

"No excuses for execution"—but achieving this requires much more from companies and leaders. The "143" model offers a methodology for building execution, but it must be adapted to specific situations. Wishing every company a dynamic team!

Source: Huaxia Wine News (ID: huaxiajiubao)

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