By Vision Consulting Project Team Nowadays, we often hear business owners and company bosses say that employee execution is poor when summarizing why work has not been done well. This simple statement actually contains many underlying reasons. Why is employee execution often insufficient? Let's briefly explore this.

1. What to do Some companies lack clear and implementable strategic plans, clear marketing strategies, or even an annual marketing outline, leaving employees without clear directives. Other companies have marketing strategies that do not meet market demands, so employees have to modify them on their own. Some companies frequently change policies and repeatedly alter strategies, coupled with poor information communication, leaving employees confused and relying on inertia and their own understanding to do their work. This causes a disconnect between employees' work focus and the company's goals, so important tasks cannot be executed or completed.

2. How to do it Employees in foreign companies typically undergo rigorous training after joining, but domestic companies often do not. Either there is no training and employees start work directly, or the training is not targeted or practical. For example, some companies provide motivational training and team-building exercises that make employees enthusiastic but still leave them unsure how to do their jobs. Others provide low-level employees with training on industry trends and macro strategies, but still do not teach them the methods.

Of course, there is also a common deep-seated reason: mid- and senior-level leaders have poor business capabilities. If they do not know how to do the work themselves, they cannot clearly explain it to their subordinates. Supervisors cannot explain clearly, managers cannot explain clearly, and ultimately the lowest-level employees who actually execute the work do not know how to do it and have no way to express their difficulties.

3. Execution is not smooth This is mainly manifested as excessive internal friction, which consumes enthusiasm and gradually makes employees less proactive. It is like soldiers fighting on the front line: if logistics supplies cannot keep up, communications are interrupted, requests for support go unanswered by headquarters, and the wounded do not receive rapid medical care, the soldiers' morale will obviously be greatly affected.

4. Not knowing the benefits of doing well Many companies have incentive measures for employees, especially for sales, which are indispensable. However, when formulating incentive policies, they often make a mistake: making the policies too complex, making it difficult for employees to calculate how much effort they need to put in next month to achieve what results and receive how much bonus. This greatly diminishes the effectiveness of the incentive policy.

"Sales is a long-distance race without an end," my leader told me when I first entered the sales industry. Sales performance is always judged by immediate results, which is determined by the nature of the work. When immediate benefits are not visible, naturally there is not much interest in doing the work.

5. Knowing there are no consequences for doing poorly Knowing there are no consequences for doing poorly comes from three aspects: first, there is no evaluation; second, assessment indicators are unreasonable; third, penalties are not severe or there are no penalties. The work results of many departments are not suitable for assessment with rigid indicators. For example, finance, marketing, and logistics departments are difficult to set direct evaluation indicators. The work of these departments requires senior executives who understand the business to evaluate based on experience. If executives are not capable of making fair evaluations, employees with low intrinsic motivation may slack off.

Unreasonable assessment indicators are the most common serious mistake made by domestic companies, especially the excessive use of qualitative indicators such as teamwork, innovation ability, loyalty, and so on. These indicators involve too many human factors in scoring. Moreover, there is a common phenomenon in real life: "people with strong business ability are often not very obedient, and people who do not work often have good interpersonal relationships." What are the consequences? Those who do not work can still get high comprehensive scores, and their personal interests are not affected.

Penalties that are not severe or absent are also common. Some cases involve kinship, blood, or geographical relationships, so people let things slide. Some are "our own people," so they cannot be penalized. Some private enterprises retain the style of state-owned enterprises, where everyone wants to be nice to each other. When penalties are not enforced, it seriously undermines the rules of the game. "The power of a good example is infinite, and the harm of a bad example is also infinite."

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